Mitsubishi Logistics
Environmental and Social Report2013Editorial Policy

Contents

The Mitsubishi Logistics Group (“the Group”) has

Editorial Policy and Contents

1

issued this Environmental and Social Report each

TOP MESSAGE

2year since fiscal 2007 to fulfill its accountability

Introduction of Businesses

4about the effects of its business activities onsociety and the environment.

FeatureTo disclose the goals, details and achievementsof its CSR activities from the perspectives of theGroup’s CSR management, this Report precisely

Eco-Friendly andDisaster-Resistant Warehouses

Promotion of CSR

and in an easy-to-understand manner describes

Manifestation of The Three Principles of Mitsubishi’s Business Management
Philosophy and the Code of Conduct, etc.

the promotion of CSR as well as each of the seven

Emphasis on communicationcore subjects described in the “Guidance on Social

Confirmation of major CSR activities

Responsibility” (JIS Z 26000, ISO 26000). This

Organizational Governance

Guidance is a global standard for CSR establishedby the Japanese Industrial Standards (JIS) and theInternational Organization for Standardization (ISO).

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8
11
12

Promoting the realization of our corporate philosophy and strategies

14

Review of goals, standards, etc.; Entrenchment of the compliance ofstandards, etc.; and Confirmation of the implementation of action plans

15

Human Rights
Boundary of the Report and Reporting Period
Boundary of
the Report:

The Report covers Mitsubishi Logistics
Corporation (“the Company”) and its
group companies.

Reporting
Period:This Report covers our business activities
for the period from April 1, 2012 to March
31, 2013. To ensure comprehensive
disclosure, however, certain relevant
information regarding events that occurredprior to and/or after this period have been
included.

Improvement of awareness of human rights

Labor Practices
Respect for labor-management relations; and Employment and theimportance of the employment relationship
Rewarding and friendly working conditions
Ensuring the security of workers
Human resources development and training

Reduction of CO2 emissions as a measure for reducing climate change

Publication Date

Reference Guidelines
JIS Z 26000: 2012 (Guidance on Social Responsibility)
ISO 26000: 2010 (Guidance on Social Responsibility)
Ministry of the Environment: Environmental Reporting
Guidelines(Fiscal Year 2007 Version)
Global Reporting Initiative (GRI): Sustainability Reporting
Guidelines 2006

Contacts for Inquiries Regarding the Environmental and Social Report
CSR Compliance Team, General Affairs Division,
Mitsubishi
Logistics Corporation
Tokyo Dia Building, 28-38, Shinkawa 1-chome, Chuo-ku,
Tokyo
104-0033, Japan
TEL: +81-3-6705-6511
FAX: +81-3-6705-6503

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The Environment
Use of renewable resources; and Contribution to the recovery of the eco-system

August, 2013

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27

Fair Operating Practices
Prohibition of unfair advantage in competition andpromotion of fair and open competition

28

Consumer Issues
Provision of socially and environmentally beneficial high-quality services
Promotion of disaster measures to maintain service functions

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30

Community Involvement and Development
Contribution to community through donations, etc.

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34

Company Profile

35

To help solve the community’s issues and contribute to the community’s cultural activities

You may view some of the relevant data presented in this Report on Mitsubishi
Logistics’ Web site in “Extended Version.”Web

HOME> CITIZENSHIP>Environmental andSocial Report>Extended Version

http://www.mitsubishi-logistics.co.jp/english/csr/
pdf/csr_10.pdf

Mitsubishi Logistics

Environmental and Social Report 2013 1

Mitsubishi Logistics Group focuses on global
environment-friendly activities and engages in sincere
and fair business activities, contributing to therealization of an affluent and sustainable society.
Introduction
Mitsubishi Logistics continues to uphold its corporate
philosophy, which states, “Engage in sincere and fairbusiness activities to secure stable profits andpromote steady growth, appropriately compensating
our stakeholders while contributing to the realizationof an affluent and sustainable society.” To realize thiscorporate philosophy, “the Group” has stipulated theCode of Conduct.
Our Group companies work in cooperation tocarry out our logistics business both in Japan andaround the world, organically and comprehensively
managing each business area through our
information network, starting with our corewarehousing business, and including overlandtransportation, port and harbor operations, andinternational transportation. Our real estate businessfocuses on leased buildings constructed oncompany-owned property. Of especial note, theinvolvement of our logistics operations in every
industry countrywide provides a key function in theeconomic foundation of Japan as a highly publicsocial infrastructure not only in peacetime but also in

Akio Matsui
Presidentcase of natural disasters or other emergencies. We
continue to make the utmost effort to support thedaily lives of people everywhere and the businessactivities of our customers at every level of productprocurement, production and sales.

First year of the Management Plan
(2013–2015)
The current fiscal year is the first year of theManagement Plan (2013–2015), which started in April
2013. Stringent circumstances such as the sluggish
European economy, the slowdown of Chinese

2 Mitsubishi Logistics

Environmental and Social Report 2013

economic growth and the dwindling Japanese

adherence to relevant laws and regulations,

population are expected to remain. However, several

disclosing appropriate corporate information,bright signs are seen overseas such as the recovery

promoting and resolving global environmental issues,of the U.S. economy primarily due to the successful

and providing safe, quality and socially usefulshale gas revolution, as well as the growing

services. To firmly instill this stance throughout the

expectation of a shift away from the protracted

entire Group, we have clarified that we aim to be an

deflationary economy in Japan due to the economic

enterprise that practices CSR management in thestrategies called Abenomics. In these circumstances,management plan as described previously and havethis plan is designed to move forward with measuresincorporated such initiatives in specific measures.

that have already been started, without changing the

Our logistics and real estate business activities

fundamental concept of pursuing growth potential inare deeply connected to societies. To earnoverseas businesses while basically ensuring

recognition for the value of our existence as aprofitability in the domestic businesses.

member of society and continue to grow in the

The management plan has defined the ideal

future, “the Group” steadily implements the goals set

image of “the Group” to be pursued during the three

forth in the plan. In particular, taking into account theyears as a corporate group as follows:increased demand for reducing natural disaster risk
stemming from the global increase of natural

1. To be a reliable logistics service provider
that can quickly cope with diversifying
customer needs and market changes inJapan and overseas;
2. To be an enterprise with proven reliability
that provides safe and comfortable
space and trustworthy services tosupport people’s jobs and lives;
3. To support customers’ value creationfrom a customer-based standpoint torealize true customer satisfaction; and4. To be an enterprise, which practices
CSR management that contributes tosociety, in which every employee has astrong sense of mission and the ability
to manage any crisis.

disasters, we are promoting the construction of EcoFriendly and Disaster-Resistant Warehouses
equipped with reinforced disaster-preventionfunctions and enhanced global environmental
measures, as well as Eco-Friendly and DisasterResistant Office Buildings that have similar functions.
On the other hand, we intend to implement further
initiatives for global environmental measures from theperspective of biodiversity.

Conclusion
As the Mitsubishi Logistics Group continues to placea top priority on sincerity and fairness, supporting
customers’ value creation with a focus on global

Initiatives for CSR management

environment-friendly activities while fulfilling our
responsibilities to society, we ask for your continued

With the establishment of our Code of Conduct inunderstanding and support.

1997, we have clearly demonstrated our stance andapproach toward further enhancing our level of

Mitsubishi Logistics

Environmental and Social Report 2013 3

Introduction of Businesses
Residences

The Mitsubishi Logistics Group provides high-quality services to support
people’s affluent lives and corporate activities through the Logistics segment

Office buildings

businesses centering on the warehousing and distribution business and the

Retail facilities

Real Estate segment businesses centering on the leasing of buildings.

Real estate development
and leasing
Warehouses anddistribution centers

Air transportation

Domestic

Harbortransportation
Oceantransportation
Trunk room
service
Overlandtransportation
Trucking andrailway transportation
Logistics information system

Logistics services
Warehousing and Distribution Business

Overland Transportation BusinessWe are able to meet a broad range of customized logistics needs through thefull integration of warehouses and distribution centers, which are located atmajor ports and key inland transportation areas nationwide; our transportationand delivery networks; and the logistics information systems that organicallylink them. In this business, fixed temperature storage and refrigerated
warehouses for pharmaceuticals and fresh and processed foods are
sufficiently offered in addition to ordinary warehouses for room temperaturestorage to ensure the provision of safe and efficient storage/distribution
processing/delivery services using our original
information technology and the latest facilities.
Meanwhile, we strive to reduce theenvironmental impact by promoting green
management. Furthermore, we are active inthe construction of advanced facilities that aim
to coordinate with local communities under
the concept of Eco-Friendly and DisasterResistant Warehouse equipped with a solar
power generation system and emergency
power generators. One such model
warehouse is Misato Warehouse No. 2, which
was completed in March 2013.

In Japan, we extend and reinforce the optimal distribution system for eachcustomer through a tactical combination of our national, trunk-line transit network,
which is supported by core trucking companies within “the Group” and excellent
local counterparts, and independent collection and delivery services linking local
areas. We have streamlined our transportation service for small-quantity, jointdelivery needs especially for foods and pharmaceuticals. In addition, we offer
cargo feature-specific, diversified transportation/delivery services including ocean
freight container transportation for exported and imported cargo and thetransportation of heavy goods such as plant facilities. Moreover, we endeavor to
realize eco-friendly, safe and secure transportation services by drawing on our
information technology and promoting green management. Furthermore, with thecooperation with DP Network Co., Ltd., a subsidiary that specializes in thedelivery of pharmaceuticals established in November 2011, we strive to realize thefurther sophistication of transportation quality.

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Environmental and Social Report 2013

Real Estate BusinessWe are involved in the real estate business in all six major cities ofJapan—Tokyo, Yokohama, Nagoya, Osaka, Kobe and Fukuoka.
In addition to the redevelopment of properties based on the
optimum application of each property’s features and the leasingof approximately 50 real estate facilities (offices, retail facilities
and residences), totaling almost 900,000 m2 of total floor space,
we are involved in the leasing of condominiums. We are also
active in developing, Eco-Friendly and Disaster-Resistant Office
Buildings, which will help our customers enhance their business
continuity and reduce their environmental burden.

Air transportation
Import/Export

Oceantransportation

Customs clearance
Harbortransportation

Overseas

Shipping Agent

Overlandtransportation
Shipping-related
operations

Trucking andrailway transportation

Harbor Transportation Business

International Transportation BusinessWe provide secure high-quality logistics services including
container terminal operations for containerized shipments at
all major Japanese ports, namely Tokyo, Yokohama, Nagoya,
Osaka, Kobe and Hakata, to meet every kind of customer
need. We also offer a wide range of other marine shippingrelated services such as exporting/importing of vessels, ship
registration, and agency operations for special ships such as
oil-drilling rigs.

In response to increasingly diversifying customers’ logistics
needs, we propose optimum transportation routes door-todoor worldwide tailored to every customer’s request by taking
advantage of our global network and a variety of transportationmeans such as vessels, aircraft, railway and trucks. Meanwhile,
our overseas operating bases provide comprehensive logistics
services such as cargo transportation, customs clearance,storage of goods and LLSP* operations, as well as logisticsrelated support services such as consulting on legal systems
and procedures in the respective areas for customers who plan
to launch into foreign markets.
Furthermore, we intend to not belimited to transport operations but tofurther promote worldwide ourlogistics know-how, which “theCompany” has accumulated over its
history of more than 120 years.
*LLSP: Lead Logistics Service Provider
a leading operator who collectively controls
the timely supply of parts or components to
the relevant production lines by organizing
several logistics service providers.

Mitsubishi Logistics

Environmental and Social Report 2013 5

Ibaraki Warehouse No. 3

FEATURE

Eco-Friendly and DisasterResistant Warehouses“The Company” has proposed the Eco-Friendly and Disaster-Resistant Warehouse asa means to provide safety against disasters in response to the lessons learned fromthe Great East Japan Earthquake and promote eco-friendly initiatives through the
reduction of CO2 emissions, which is crucially needed these days. We thus intend toensure customers’ business continuity by keeping and delivering their goods safely
and by reducing their environmental burden, as expected by society. In addition, in thereal estate business primarily focused on the leasing of real estate facilities, we arefocusing on the construction of Eco-Friendly and Disaster-Resistant Office Buildings.

We develop Eco-Friendly and DisasterResistant Warehouses.
To enhance the usefulness of our facilities in the warehousingbusiness, that have very important public functions, we promote
the construction of Eco-Friendly and Disaster-ResistantWarehouses equipped with disaster-prevention function andimproved environmental performance.
“The Company” proposes the concept of Eco-Friendly andDisaster-Resistant Warehouses according to which it newly
builds warehouses. Based on the Company’s innovative design,
which features advanced disaster-prevention functions and highenvironmental performance, we will develop Eco-Friendly andDisaster-Resistant Warehouses that set a new standard forwarehousing facilities as regards maintaining an effective andstable supply chain as social infrastructure even during adisaster, while reducing the environmental burden.
Specifically, we have aggressively promoted measures toreduce CO2 emissions and the environmental burden such as
installing solar power generation facilities, adopting LED lighting
and introducing high-efficiency air-conditioning equipment. We
have also adopted earthquake-resistant designs that exceed
the requirements set by the Building Standards Act, installed
emergency power generators and installed transmitter/converter
facilities on upper floors in regions where flooding is expected.
With such high disaster-prevention functionality, even at the time1

2

Warehousing facilities should be designed from the viewpoint of improving storage/distribution
efficiency. In addition, the importance of disaster countermeasures and environmental measures
has been increasingly emphasized in recent years in order to cope with the growing needs ofbusiness continuity in the case of a large-scale disaster and the reduction of environmental burden
as a CSR priority. “The Company” intends to market the upgraded Eco-Friendly and DisasterResistant Warehouses design as a safety brand by standardizing its disaster countermeasures andglobal environmental measures in improving warehousing facilities. Furthermore, with the aim ofestablishing the standard for warehousing facilities, we will continue
to systematically construct Eco-Friendly and Disaster-ResistantWarehouses.

Yoshinori Watabe,Managing Director

Environmental and Social Report 2013

2 Daito Warehouseof a large-scale disaster the decline of functionality of thewarehouses can be minimized.
Since the completion of Ibaraki Warehouse No. 3 (Ibaraki
City, Osaka Prefecture) in October 2012, “the Company”
completed Daito Warehouse (Daito City, Osaka Prefecture) in
December 2012 and Misato Warehouse No. 2 (Misato City,
Saitama Prefecture) in March 2013. All of these are Eco-Friendly
and Disaster-Resistant Warehouses.
In particular, at the cutting-edge Misato Warehouse No. 2,
we increasingly promote disaster countermeasures and global
environmental measures after having established the Company’s
largest-scale (530 kW) solar power generation facilities and an
in-house filling station.

Eco-Friendly and Disaster-Resistant Warehouses

6 Mitsubishi Logistics

1 Misato Warehouse No. 2

Lecture given on
the Eco-Friendly
and DisasterResistantWarehouses

On January 24, 2013, “the Company” delivered a lecture on
its initiatives on the Eco-Friendly and Disaster-ResistantWarehouses at the Environmental Measures Seminarsponsored by the Kobe District Transport Bureau of the
Ministry of Land, Infrastructure, Transport and Tourism. The
lecture attracted the attention of many seminar participants
as an example of effective environmental measures.

Mr. Matsumoto,who lectured at Deputy General Manager of Technithe Environmenta
l Measures Sem cal Division,inar■ Status of development of Eco-Friendly and Disaster-Resistant Warehouses
Name ofPhotovoltaic
HightheDate ofpower
LED
efficiency air- Emergency
Low-E
power
distribution completion generation lighting conditioning generator
glass
centersystemequipment

Ibaraki
EntireWarehouse 2012/10 350 kW
building
No. 3
Part ofDaito
2012/12 85 kW
theWarehousebuilding
MisatoEntireWarehouse 2013/2 530 kW
building
No. 2

Kyodo- Electriccarno-Mori charging(Note)
stand

◯

◯

◯

◯

◯

◯

—

—

—

—

◯

◯

◯

◯

◯

Note: Area for planting a dense array of trees, mainly comprisinglocally grown trees, for biodiversity▶ Functions of the Eco-Friendly and Disaster-Resistant Warehouses

The Eco-Friendly and Disaster-Resistant Warehouses featureadvanced disaster-prevention functions and high environmental
performance. I would like to introduce the characteristic
functions of the Ibaraki Warehouse No. 3.

Major disaster-prevention functions
1. Earthquake-proof performance
Designed to ensure high earthquake-proof performance, which issuperior to that set forth by the provisions in the Building Standards Act.
2. Flood-control measures
Important equipment such as an electricity room is installed at a heightthat would not be flooded.
3. Emergency power generator
An emergency power generator is installed to allow workers to minimallywarehouse and deliver goods even during a power outage.

“Energy Station,” an electric
car charging stand installedon the premises of Ibaraki
Warehouse No. 3

Solar LED outdoor lights at
Ibaraki Warehouse No. 3

Greening of the rooftop and wall
surfaces of the guard’s station at
Ibaraki Warehouse No. 3▶ Previous initiatives related to and future development ofsolar power generation facilities“The Company” formulated the Environmental VoluntaryPlan in 2009 and has been active in implementing
photovoltaic power generation facilities. We intend topromote implementation plans for the installation of largescale photovoltaic power generation facilities in existing
facilities in line with the government’s policy of expanding
the use of renewable energy.
Installation(month/year)

Prefecture

April 2004
December 2009
January 2011
September 2012
October 2012
December 2012
March 20132013 (Scheduled)2014 (Scheduled)

Saga
Kanagawa
Saitama
Saga
Osaka
Osaka
Saitama
Osaka
Saga

Installation place

OutputTosu Warehouse
10 kW
Yokohama Dia Building
90 kW
Misato Warehouse No. 1
50 kW
Tosu Warehouse
20 kW (extension)
Ibaraki Warehouse No. 3
350 kW
Daito Warehouse
85 kW
Misato Warehouse No. 2
530 kW
Sakurajima Warehouse No. 2
470 kW
Tosu Warehouse
760 kW (extension)
Total: 2,365 kW

Major environmental functions
CO2 emissions have halved compared with 1990 byinstalling the following equipment.
1. Photovoltaic power generation system
Photovoltaic power generation panels that can generate approximately
350 kW of energy are installed on the rooftop and wall surfaces andcontribute to reduce CO2 emissions by approximately 100 tons per annum.
2. LED lighting and solar LED outdoor lights
LED lighting is adopted for the entire building. With this measure, annual electricity use
for lighting has been almost halved compared with 1990, when fluorescent lamps wereused. In addition, LED outdoor lights equipped with photovoltaic power generation
panels and lithium batteries are installed at the circumference of the warehouse.
3. Air-conditioning and hygiene equipment
The ice thermal storage system adopted for air-conditioning warehouses
has reduced the demand for electricity. The adoption of high-efficiency
air-conditioning equipment has reduced annual electricity use for airconditioning by approximately 200 thousand kWh compared with 1990.
4. Adoption of low-E glass
Low-E glass is adopted for offices to increase the reflectance ratio of
far-infrared rays and achieve high thermal insulation performance.
5. Greening of the rooftop and wall surfaces
Kyodo-no-Mori was established with greenery on the rooftop and wall
surfaces of the guard’s station, which is located at the entrance of thepremises, as an area for planting a dense array of trees.

Photovoltaic power generation facilities of
Ibaraki Warehouse No. 3 (Rooftop surface)

Photovoltaic power generation facilities of
Daito Warehouse (Rooftop surface)

Photovoltaic power generation facilities ofMisato Warehouse No. 2 (Rooftop surface)

Various ideas are concentrated
in the Eco-Friendly andDisaster-Resistant Warehouses.
At Ibaraki warehouse No. 3, the Company’s first EcoFriendly and Disaster-Resistant Warehouse, two kinds ofsolar power generation panels have been adopted:
single-crystal panels with high power generation
efficiency on rooftops and reduced glare multicrystalline
photovoltaic modules to minimize light pollution due toreflected light on wall surfaces that look to the main
national route No. 171. In the photovoltaic power
generation system, electricity generated from the twokinds of panels is automatically supplied during a power
outage to the air-conditioning equipment in thewarehouse as a system compliant with business
continuity planning (BCP).
Various disaster countermeasures and environmental
measures are adopted for the Eco-Friendly and DisasterResistant Warehouses, and many similar ideas areincorporated into the photovoltaic power generation facilities.
Mitsubishi Logistics

Joji Ishida
Real Estate Dept.,
Osaka Branch

Environmental and Social Report 2013 7

Promotion of CSR
The Mitsubishi Logistics Group utilizes the “Guidance on social responsibility,” complies with the “seven principles ofsocial responsibility” (see the chart on the right) in the practice of its social responsibility and strengthens various
activities categorized under the seven core subjects of social responsibility (see the chart on the right).
The Mitsubishi Logistics Group streamlines an integrated mechanism (with components such as a philosophy,
principles, policies, systems, dialogue and confirmation) to ensure that a socially responsible corporate culture exists
within “the Group” and is conducted through the practice of CSR-based activities.

Manifestation of The Three Principles of Mitsubishi’s Business Management
Philosophy and the Code of Conduct, etc.
■ Mission, Vision, Sense of Values, Principles and the Code of Conduct●

The Three Principles of Mitsubishi’s Business Management Philosophy (“Sankoryo”)

The Mitsubishi Sankoryo is a managerial creed articulated by the fourth president of the Mitsubishi organization, Koyata
Iwasaki. The spirit and values of this Sankoryo remain alive and current today as a basic philosophy of an internally andexternally open group being shared by the constituent Mitsubishi Group companies that are independent from each other.

The Three Principles of Mitsubishi’s Business Management Philosophy●“Shoki Hoko”“Shoji Komei”“Ritsugyo Boeki”

Corporate Responsibility to society

Integrity and Fairness

Global Understanding through Business

Strive to enrich society, bothmaterially and spiritually, while
contributing toward thepreservation of the global
environment.

Maintain principles oftransparency andopenness, conducting
business with integrity
and fairness.

Expand business, based on
an all-encompassing global
perspective.

Code of Conduct

We have established the following Code of Conduct to realize the corporate philosophy (see page 2: Top Message) based on
the spirit of the Three Principles of Mitsubishi’s Business Management Philosophy.

Code of Conduct
We engage in business activities to secure stable profits and promote steady growth, appropriately compensating
our employees and stockholders while contributing to the realization of an affluent and sustainable society.
1. We shall comply with laws, ordinances and rules that enable us to honestly and fairly carry out business activities without
deviating from social norms.
2. We shall appropriately disclose corporate information in a timely manner to enhance broad communications with society.
3. We shall continue to have no contact or relations with any antisocial forces that might pose a threat to the public orderand safety of civil society.
4. We recognize the importance of environmental issues and shall actively cooperate with diverse activities forenvironmental preservation.
5. We shall provide people with safe, high-quality and socially valuable services, and endeavor to conduct social
contribution projects as a “good corporate citizen” while taking into account coordination with local communities andinternational society.
(Established on December 16, 1997, and revised on August 29, 2005) Each subsidiary shallestablish its own Code of Conduct in compliance with this Code of Conduct.

8 Mitsubishi Logistics

Environmental and Social Report 2013

■ Seven Principles of Social Responsibility
An organization should
respect human rights
and recognize boththeir importance andtheir universality.
An organization should
respect international
norms of behavior,
while adhering to theprinciple of respect for
the rule of law.

■ Seven Core Subjects of Social Responsibility
Holistic
approach

An organization should betransparent in its decisions
Respect forTransparency and activities that impact onhuman rights

Respect forinternational
norms ofbehavior

Community
involvement
Human rights
anddevelopment
Organizational
governancesociety and the environment.

Accountability
An organization
should be
accountable for its
impacts on society
and theenvironment.

An organization should
accept that respect for Respect for
the rule of law is the rule of law
mandatory.

Ethicalbehavior

An organization
should behave
ethically at all
times.

Observance of
these principles

Organization

Labor
practices

Fair operating
The environment
practices

An organization should

Respect for
respect, consider andstakeholder interests respond to the interests of its
stakeholders.

Interdependence(Source: Edited by “the Company” based on the “Guidance on Social Responsibility (JIS Z 26000)”)●

Consumerissues(Source: Prepared with partial modification by “the Company” based on the“Guidance on Social Responsibility (JIS Z 26000)” chart)

Environmental Policy

The Mitsubishi Logistics Group has formulated the Environmental Policy to clearly present its Group-wide stance on
consideration of the global environment based on our Code of Conduct.

Environmental Policy
The Mitsubishi Logistics Group recognizes the importance of environmental issues, promoting activities for environmental preservation
through corporate activities that are friendly to the environment while contributing to the realization of a sustainable society.
1. We comply with laws and regulations relating to the environment.
2. We endeavor for the training and enlightenment to raise the awareness of executives and employees about
the environment and positively commit ourselves to environmental preservation activities with therecognition that involvement in environmental issues is indispensable to our corporate activities.
3. We strive to restrict our environmental impact by efficiently utilizing the resources and energy that are
essential to our business activities, implementing eco-friendly logistics equipment and facilities, purchasing
eco-friendly goods and promoting the reduction of waste volume and recycling.
4. We regularly verify our initiatives regarding environmental issues to continually improve our involvement.
5. We make the Environmental Policy known to all parties affiliated with the Group and disclose it publicly.
(Established on December 29, 2006)●

Environmental Voluntary Plan

We have formulated the MLC (Mitsubishi Logistics Corporation)-Group Environmental Voluntary Plan as “concrete guidelines”
regarding the Environmental Policy to review and implement specific measures in view of “measures to cope with futuretightening of regulations” and “maintaining and ensuring the competitive edge of our businesses.”● You may view the details of the “Environmental Voluntary Plan” on Mitsubishi Logistics’ Web site.
Web●

HOME> CITIZENSHIP>Global Environment>MLC-Group Environmental Voluntary PlanOur Declaration of Quality

Our Group has formulated “Our Declaration of Quality” to be an enterprise that grows itself by gaining the trust of
stakeholders including customers in accordance with the Code of Conduct.

Our Declaration of Quality
Mitsubishi Logistics Corporation works hard to ensure that our corporate activities help to create an affluent andsustainable society. Providing services that are safe, high quality and of benefit to society is one of the most importantpillars supporting our corporate activities. It is with this in mind that we strive continuously for quality improvement.
1. We always think from the customer’s standpoint and listen to the customer with sincerity, working to provide
quality services that will win the trust and satisfaction of all our customers.
2. We abide by the relevant laws and regulations, and by conducting periodic inspections and implementing
improvement efforts daily in the areas of safety and quality, our Group-wide quest is to achieve constantquality improvement.
3. We value communication and endeavor to provide an energetic work environment in which each member of
the Company can be motivated by sincerity and pride to strive for quality improvement.
(Established on September 1, 2008)

Mitsubishi Logistics

Environmental and Social Report 2013 9

●Management plan (2013–2015) (Basic Policy)

Mitsubishi Logistics Group has formulated the following four items of Basic Policy to reinforce foundations for its growthpotential and profitability. “The Group” intends to increase its corporate value and achieve future growth by executing each ofthese diverse measures in accordance with the Basic Policy.

Basic Policy
1. Expand logistics business activities in response to globalization.
2. Reinforce and expand the foundations of real estate business activities.
3. Improve the quality of Group services.
4. Strengthen crisis management including countermeasures against natural disasters
and thoroughly implement global environmental measures.

The outline of the management plan is as follows:

1. Ideal image
The management plan has defined the ideal image of “the Group” to be pursued during the next three years as acorporate group in compliance with the four-item Basic Policy (see page 3: Top Message).

2. Plan period
FY2013–FY2015 (covering three years)

3. Performance targets
Figures of consolidated business results(Unit: ¥billion)

Revenue

Operating income

Ordinary income

Net income

Actual results for FY2012

192.2

12.3

14.5

8.5

Forecasts for FY2015

250.0

15.5

16.5

10.2

Consolidated revenue

Consolidated operating income(Unit: ¥billion)(Unit: ¥billion)

300

250.0

250

15.5

16
14

192.2

200

18

12.3

12
10

150

8
6

100

4

50

2

0

FY2012FY20150

FY2012FY2015

4. Investment plan
During the plan period, “the Group” plans to make investments totaling ¥60.0 billion (¥22.0 billion in logistics,¥33.5 billion in real estate and ¥4.5 billion in disaster countermeasures and global environmental measures).

10 Mitsubishi Logistics

Environmental and Social Report 2013

■ In-house Decision Making●■ Responses to Stakeholders’ Expectations

Corporate governance system●

Stakeholders recognized by the Mitsubishi Logistics Group(Chart of corporate governance system)

General Shareholders Meeting
Board ofDirectors

Corporate
Board ofAuditors Corporate Auditors

Independent
Auditor(Chart of stakeholders)
Enhance our commitment
to customer satisfaction,
earning our customers’
trust through high-quality
logistics and real estateservices. Customers

Employees

Corporate Auditors’
Chamber
Executive Committee(Consultative bodyconsisting of directors
with special titles)

General Managers’
Meeting

Group Management
Meeting

Chairman of the Board
President
Managing Directors
Respective Divisions, andChambers of the Head Office
6 branches
58 subsidiaries (including
19 overseas subsidiaries)
14 affiliates

Internal Control Committee
Internal Audit
Department

CSR andCompliance Committee
Risk Management Committee

Emphasis on communication■ Timely and appropriate news releases
As “the Group” emphasizes the principles of social
responsibility such as accountability and transparency inorganizational decision making, news releases on businessactivities are disclosed at the appropriate time and in theappropriate manner.

Aim to manage internal
information strictly anddisclose information at
the appropriate timeand in the appropriatemanner, in accordancewith the law.

Shareholders& investors

Develop common
interests with local
communities as a good
corporate citizen.

Provide ideal working
environments while
ensuring the safety andprofessional growth ofthe employee.

Perform fair
Mitsubishi
business activities
Publiccomplying with
Logistics administration bylaws, rules andsocial norms.
Group

Local
communities

Suppliers

Sincere and fairbusiness activities
based on mutual trust.

Q&A and transmits a variety of management information.
We are active in encouraging dialogue with market players
not only through transmission of the information desired byinvestors and analysts but also by integrating the feedbackof useful views therefrom in our actual business judgment.

● You may view the news release on the actual performance dataon Mitsubishi Logistics’ Web site in “Extended Version.”Web

HOME>CITIZENSHIP>Environmental and Social Report>Extended Version
Results briefing for analysts■ Information disclosure
Our IR information site is open on the Company’s Web site.
We strive to transmit information by providing “Management
planning and policy,” “Stock information,” “IR calendar,”“Financial data” and “IR information” (Flash report, Annual
report and Results briefing).
For the convenience of foreign shareholders andinvestors, English-version sites are also available to disclosesignificant information thereto.

■ Dialogue between shareholders/investors,
analysts and top management●

Easy-to-understand shareholders’ meetings

When we hold a shareholders’ meeting, we strive to provide
easy-to-understand information for the convenience ofattending shareholders by using video business reports withnarration.
●

Results briefing“The Company” holds results briefings twice a year (Mayand November) for investors and analysts. In addition to the
explanation of the settled accounting results, the top
management of “the Company” explains management
policies and the progress of management plans, conducts● You may view the materials for the results briefing on Mitsubishi
Logistics’ Web site in the IR Information page.
Web

HOME>INVESTOR RELATIONS>IR Information>Presentation■ Internal reporting system
To ensure early detection of actions that violate legal
ordinances or corporate regulations, as well as actions thatare in danger of violating such rules, the Mitsubishi Logistics
Group has established a corporate ethics help line (contact:
CSR Compliance Team, General Affairs Division) as aninternal whistleblowing and consultation mechanism toreinforce compliance management.
To raise the degree of recognition and encourage its
enhanced use, at the time of the “Check of the Complianceof the Code of Conduct” in September and October 2012
we checked whether all executives and regular employeesof “the Group” are familiar with our internal reporting system
and whether they intend to use the system. Consequently, it
was confirmed that almost all the respondents expressed
an affirmative opinion, suggesting widespread recognition of
the system.

Mitsubishi Logistics

Environmental and Social Report 2013 11

Confirmation of major CSR activities
The Mitsubishi Logistics Group is committed to CSR activities so that socially responsible behavior will be disseminated among
employees as a voluntary corporate culture.
We summarize hereunder the setting of “Objectives/Goals,” the planning of “Activity process” and the confirmation of“Achievements/Results” with regard to major CSR activities that are categorized under the Seven Core Subjects in accordance withthe “Guidance on Social Responsibility” guidelines.
■ Checklist for the confirmation of major CSR activities

Core subjects

Tasks

Organizational
governance

Promoting the realization of our corporate
philosophy and strategies
Review of goals, standards, etc.

Human rights

Improvement of the awareness of human rights

Rewarding and friendly working conditions

Labor practices

The environment

Ensuring the security of workers

Reinforce CSR and compliance

Respect human rights

Demonstrate every employee’s personality and competence,
Undertake necessary security procedures, andSupport the coexistence of employees’ working life and home life

Ensure the security of workers

Human resources development and training

Develop competent human resources who meet therequirements of global human resources and who canmanage global operations

Reduction of CO2 emissions as a measure for
reducing climate change

Further reinforce environmental countermeasures

Use of renewable resources

Contribution to the recovery of the eco-system

Fair operating
practices

Objectives/Goals

Preserve resources by reducing the environmental impact

Global environmental measures frombiodiversity perspectives

Prohibition of unfair advantage in competition andpromotion of fair and open competition

Reinforce CSR and compliance
Upgrade information security management

Provision of socially and environmentally beneficial
high-quality services

Improve service quality

Promotion of disaster measures to maintain service
functions

Maintain infrastructure in case of disasters

To help solve the community’s issues andcontribute to the community’s cultural activities

Contribute to cultures in local communities

Contribution to community through donations, etc.

Support to victims of disasters

Consumer issues

Community
involvement anddevelopment

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Environmental and Social Report 2013

Activity process (Plan)● Disseminate the corporate philosophy and the management plan.
● Deliberate how to promote CSR at the CSR and Compliance Committee.

● Strive to disseminate the awareness of respect for human rights with every employee by

establishing a dedicated promotion system.
● Conduct education on human rights.

● Streamline the personnel system in the pursuit of creating worksites where employees candemonstrate their personality and competence.
● Execute occupational safety and health-related measures to maintain and enhance employees’
health.
● Promote a work-life balance to support the sound development of next-generation children.
● Work on occupational safety and health-related activities among operating bases in an

aim to prevent occupational disasters.
● Promote the prevention of occupational disasters and conduct periodic disasterprevention drills and meetings in Port and Harbor Operations Business.

● Endeavor to develop human resources that can contribute not only to corporate growth

but also to social development.

● Develop warehousing facilities equipped with advanced disaster-prevention functions and highenvironmental performance under the Eco-Friendly and Disaster-Resistant Warehouse concept.

● Conduct environment-related education.
● Reduce CO2 emissions for buildings subject to the Tokyo Metropolitan Environmental Security

Ordinance.

● Expand the use of “i-MiEV,” Mitsubishi Motors’ electric vehicles.
● Promote the reduction of wastes.

● Strive to preserve the eco-system via greening with tree species endemic to the region.

● Hold training sessions for the compliance of the Act against Delay in Payment of

Subcontract Proceeds, etc., to Subcontractors and the prevention of insider trading.
● Distribute information security questionnaires to disseminate the awareness of security.

● Take specific initiatives for quality improvement at each of the operating sites,

subsidiaries and affiliates.

Achievements/Results● May 2012 and Jan. 2013: Held the CSR and Compliance Committee meeting(for CSR promotion)● Worksite meeting held every month (dissemination of our corporate
philosophy and our Management Plan)● FY2012 Human Rights Enlightenment Training held with 113 participants● Delivered lectures on human rights upon request from the Industrial

Federation for Human Rights, Tokyo

Division/Chamber/
Branch and/or Group
companies in charge
General Affairs Division
Planning & Business
Coordination Division
Other Divisions,
Chambers, and Branches

Personnel Division● Self-declaration once a year and interviews for appraisal conducted threetimes a year

● Conducted “Health Promotion” seminars and annual health checkup● Beneficiaries of the childcare leave system: 6, and beneficiaries of the care

Personnel Division

leave system: 27● Monthly commencement of Occupational Safety and Health Committee● Number of serious occupational accidents in Port and Harbor Operation

Business: zero

● FY2012 onsite logistics capability training with 127 participants● FY2012 global mind development training with 56 participants● Nov. 2012 national staff training with 8 participants

Personnel Division
HarborTransportation
Business Division
Each Branch

Personnel Division

Technical Division
Warehousing andDistribution Business
Division
Osaka Branch
Disaster-Resistant Warehouses was delivered at a seminar organized by the MinistryTokyo Branchof Land, Infrastructure, Transport and Tourism.
Kobe Branch● Oct. 2012: Osaka Branch, Ibaraki Warehouse No. 3 completed (approximately 50%

reduction in CO2 emissions compared with 1990).

● Dec. 2012: Osaka Branch, Daito Warehouse completed.
● Mar. 2013: Tokyo Branch, Misato Warehouse No. 2 completed.
● Jan. 2013: A lecture on the environmental preservation function of Eco-Friendly and● FY2012: Five “i-MiEV” electric vehicles introduced.
● Hanshin Dia Building received the Excellent Waste-Reduction Building Award

from the Director of the Osaka City Environment Bureau.

● Established the Kyodo-no-Mori on the premises of Ibaraki Warehouse No. 3(Osaka Prefecture).

General Affairs Division
Osaka Branch
Other Branches
Osaka Dia Buil-Tech
Co., Ltd.
Warehousing andDistribution Business
Division
Technical Division
Osaka Branch● FY2012 Compliance of the Act against Delay in Payment of Subcontract Proceeds,

General Affairs
Division
Information
Systems Division● Conducted conferences for safety/quality improvement mainly regarding

Planning &Business
Coordination
Division

etc., to Subcontractors; Number of students: 1,646 (Web-based check)● FY2012 Prevention of Insider Trading Course; Number of students: 52● Number of Respondents to the FY2012 Information Securities Questionnaire: 1,398

pharmaceuticals.
● Disseminated identified problems and countermeasures through a regularconference with appointed operators.

● Develop Eco-Friendly and Disaster-Resistant Warehouse to improve disaster-prevention functionality. ● Feb. 2013: Head Office and the Yokohama Branch jointly performed an
General Affairs Division● Perform joint drills for earthquake countermeasures.
earthquake countermeasures drill (with approximately 40 participants).
Yokohama Branch● Thoroughly implement initiatives for facilities’ disaster-prevention countermeasures.
● Two of our facilities were designated as relief supplies and materials facilities.
Technical Division● Pursue additional designations for our facilities as relief supplies and materials facilities, which is a ● Conducted fire prevention patrols for facilities of “the Company” and Group
Warehousing and Distribution

concept primarily advocated by the Ministry of Land, Infrastructure, Transport and Tourism.

● Renovate the shopping mall at Kobe Harborland to assist with the revitalization of thearea.

companies (approximately 150 facilities since FY2008).

● Opened umie as “Seaside town that makes us smile,” which contributes to abustling shopping area.

● Conducted a charity event at Yokohama Bay Quarter to make monetary● Plan to promote charitable events for disaster victims and various sports.

donations to the victims of the Great East Japan Earthquake.
● Sep. 2012: Made a gift of soccer gear to the female representative team of
Myanmar.

Mitsubishi Logistics

Business Division

Real Estate
Division
Kobe Branch
General Affairs
Division
Yokohama Dia
Building Management
Corporation

Environmental and Social Report 2013 13

Organizational GovernanceTo ensure socially responsible positive decision making, it is necessary to establish organizational processes tooptimally utilize the Group’s philosophy, strategies and standards.
As for organizational governance, “the Group” recognizes and strengthens such issues as “Promoting the realizationof our corporate philosophy and strategies,” “Entrenchment of the compliance of standards, etc.,” “Confirmation of theprocesses of implementation for action plans” and “Review of goals, standards, etc.”

Promoting the realization of ourcorporate philosophy and strategies■ Disseminating the corporate philosophy
and the management plan (Basic Strategy)“The Group” has expressed the goal of “contributing to therealization of an affluent and sustainable society” in its
corporate philosophy (see page 2: Top Message) to makeits intent of strengthening social responsibility known toevery party concerned within “the Group”.
To facilitate this goal, “the Company” formulated in its
management plan the following Basic Strategy and Detailed
Strategy (excerpt) and endeavors to disseminate it atworksite meetings and other occasions.

Worksite meeting (Tokyo Branch)

Basic Strategy and Detailed Strategy(Excerpt)
1. Reinforce risk management centering on natural
disaster countermeasures.
2. Strengthen global environmental measures.
3. Create a corporate culture in which all executives
and employees are eager to behave positively bythinking independently.
4. Promote personnel development fosteringexpertise and global perspectives.

Worksite meeting (Yokohama Branch)

5. Strengthen initiatives to revitalize organizations
by drawing on diversified human resources.
6. Improve the quality of services.
7. Reinforce in-house education and the checksystem in the pursuit of thorough compliance.
In executing the Basic Strategy and Detailed Strategy
above, “the Group” complies with the seven principles ofsocial responsibility under the Guidance on Social
Responsibility. The Group companies have stipulated theCode of Conduct in line with the seven principles, and theiremployees strive to self-check and confirm their behavior byalways having the CSR & Compliance Handbook close at
hand.
● Actual performance data from self-check of CSR & ComplianceHandbook may be viewed on Mitsubishi Logistics’ Website in“Extended Version.”Web

HOME> CITIZENSHIP>Environmental and Social Report>Extended Version

14 Mitsubishi Logistics

Environmental and Social Report 2013

Mitsubishi Logistic Group CSR & Compliance Handbook

Review of goals, standards, etc.

Confirmation of the implementation of action plans■ Deliberating at the CSR and Compliance
Committee (meetings held in May and January)■ Confirming the appropriateness ofoperations via internal control

To promote CSR activities in “the Group”, the CSR andCompliance Committee was established in September
2006.
In fiscal 2012, the committee met twice—in May andJanuary. The committee deliberated on the adoption of the
Guidance on Social Responsibility used as the basis for theEnvironmental and Social Report as well as the reports andrevisions regarding CSR activities based on same guidance.
In addition, it was reported that the forest restoration
activities were conducted to preserve the ecosystem
regarding the preservation of biodiversity.

The Board of Directors of “the Company” resolved the“Basic Policy on the Improvement of an Internal Control
System” to ensure the appropriate execution of duties byexecutives and regular employees and the appropriatenessof corporate affairs.
Furthermore, “the Company” improves the systems
necessary for ensuring the appropriateness of financial
reporting and prepares and submits the Internal Control
Report regarding the evaluation of the effectiveness ofinternal control relating to financial reporting in accordancewith the Financial Instruments and Exchange Law.

Entrenchment of the compliance of standards, etc.
■ Disseminating the awareness of compliance“The Group” endeavors to disseminate the awareness ofcompliance based on corporate ethics in every employee
through the employee’s self-check on the status ofcomplying with the Code of Conduct, which was formulated
as the social norms for employees in executing their duties,
as well as by thoroughly promoting training on compliance.
● Actual performance data on the compliance situation of the Code of Conduct
may be viewed on Mitsubishi Logistics’ Web site in “Extended Version.”Web

HOME> CITIZENSHIP>Environmental and Social Report>Extended Version■ Business processes are confirmed via internal audit
The internal audit of “the Company” is performed mainly by
the Audit Division in accordance with the internal audit
regulations and the internal audit plan. The audit operation
is supported by branch auditors and audit assistants
positioned at Head Office and respective branches. The
purpose of the internal audit is to precisely grasp the statusof corporate affairs and the financial position so as to be ofhelp for management’s prevention of fraud, errors and faults,
and rationalization such as improvement of business
operations and raising operating efficiency. The Audit
Division reports the results of audits regarding “theCompany” and subsidiaries to the management team. The
General Affairs Division follows up and checks any issues
noted in the audit results, if any, and reports the results tothe management team.
The Audit Division keeps close contact with thecorporate auditors and provides them with internal audit
information to cooperate with the corporate auditors’ audits.

■ Confirming the process for bonded
operations, etc., under the Authorized
Warehouse Operators’ Program
The Authorized Warehouse Operators’ Program is a systemfor certifying managers of bonded warehouses and bonded
factories as authorized warehouse operators after they meetset conditions concerning compliance and other regulations.
These authorizations ensure preferential treatment such as
implementation of simplified procedures requiring only
notification of building bonded warehouses, exemptions
from permit fees, etc. Mitsubishi Logistics received approval
as an authorized warehouse operator from Director-Generalof Tokyo Customs in April 2008. We have further enhanced
compliance activities in customs-related processes and allother import/export services in our sincere attempt toprovide highly reliable and dependable logistics services forour customers.
We will strive to provide customers with secure logistics
services.
Meanwhile, Monryo Transport Corporation, a Group
company, acquired certification as an Authorized Customs
Broker as of September 25, 2012. An Authorized Customs
Broker is a customs clearance operator subject to various
preferential privileges, which is authorized by the customs
office to arrange for security management and complianceregarding cargo. Monryo Transport is the first company in
the Moji Customs Jurisdiction and intends to improvecustomer service by leveraging its qualification for
preferential declaration.

Mitsubishi Logistics

Environmental and Social Report 2013 15

Human Rights
Respecting human rights is a basis for complying with laws and regulations and fulfilling social responsibility.
As for human rights, “the Group” recognizes and strengthens such issues as “Improvement of the awareness of humanrights.”

Improvement of the awareness of human rights■ Strive to disseminate the awareness of respectfor human rights with every employee by
establishing a dedicated promotion system“The Company” is committed to enlightening human rights among
employees with the aim of creating a “positive worksite atmospherein which every employee’s human rights are respected and personal
competence and personality can be fully demonstrated.”Specifically, every year “the Company” offers a human rights
enlightenment course of 1–2 hours in all of the stratified training
curriculum under the established human rights training promotion
system.
In fiscal 2012, a total of 113 employees participated in the
training, which targeted new employees, second-year employees,
sixth-year employees, mid-level staff and newly appointed
managerial staff.
At the training sessions, participating employees not only
received lectures on typical human rights issues according to theorganizational hierarchy but also exchanged views on diverse
concrete examples to deepen their understanding.
“The Company” endeavors to raise the awareness of humanrights by inviting slogans on human rights enlightenment even toloaned or dispatched staffers. In parallel with this approach, we haveestablished a harassment-dedicated counseling contact that takes
initiatives to prevent or resolve various worksite harassment cases.
In fiscal 2012, upon request from the Industrial Federation for
Human Rights, Tokyo, a person in charge of human rights of “theCompany” delivered lectures in Gunma Prefecture as a visiting
lecturer on the theme of “Corporate Enterprise and Human Rights”
and in Tochigi Prefecture as a visiting lecturer on the theme of“Initiatives for Fair Recruitment Screening.”● Actual performance data on human rights training can be viewed
on Mitsubishi Logistics’ Web site in “Extended Version.”Web

HOME> CITIZENSHIP>Environmental and Social Report>Extended Version

Lecture meeting held in Takasaki, Gunma Prefecture

Lecture meeting held by HelloWork Utsunomiya in Tochigi Prefecture

It is your little warmth everyday that couldchange you and all of us.
Slogan on human rights

Creating worksites in a brightatmosphere (lecturer)
I delivered a lecture regarding our in-house training
for persons in charge of employment or personnel
affairs at other companies. Our training takes into
account the worksite environment and screening for
employment from a human rights viewpoint.
According to the feedback after the lecture fromthe organizer and several attendees, it seems thatmany companies still have human rights issues,
including deplorable behaviors that deteriorate theworksite environment such as harassment by a person
in a position of power, including bullying and sexual
harassment, and improper attitudes of interviewers at
the time of employment.
I would be pleased if the attendees felt encouraged
and happier than before by knowing of our initiatives.

Go Tominaga,
Personnel Dept.,
Personnel Division

The fine work of human rights enlightenment
slogan (Worksite section)

16 Mitsubishi Logistics

Environmental and Social Report 2013

Labor Practices
Good labor practices serve to stabilize employees’ living standards, are the source of meaning in employees’ lives andare indispensable for safety and health, productivity growth, human resource development and so forth.
Regarding labor practices, “the Group” recognizes and strengthens such issues as “Respect of labor-management
relations,” “Employment and the importance of the employment relationship,” “Rewarding and friendly working
conditions,” “Ensuring the security of workers” and “Human resource development and training.”

Respect for labor-management relations

Employment and the importance of theemployment relationship■ Having close communications with thelabor union■ Endeavoring to ensure human resources
systematically and stably while respecting
equal employment opportunities and diversity

The collective labor agreement entered into between “theCompany” and the Mitsubishi Logistics Union stipulates thefollowing on the stance of labor-management cooperation.

1. “The Company” shall proactively strive to maintainand improve the working conditions and promote
the welfare of employees to improve the status of
employees and ensure stable livelihoods; and2. The labor union shall strive to maintain publicorder at the worksite and promote the working
capabilities of its affiliated employees, as well as
fully cooperate with “the Company” for the growthof the Company’s business based on democratic
foundations.
Labor-management consultations and negotiations arehandled at the Management Conference, which is attended
by representatives of both parties.
There are two types of Management Conference: theCentral Management Conference, which is held between
Head Office and the union’s headquarters, and the
Operating Site Management Conference, which is held
between each branch and each lodge. Each conference
meets once per month.

In recruiting employees, our basic policy is to respect equal
employment opportunities and diversity.
In our recruiting activity, we have introduced an openentry system without making any distinction as regards theschool of graduation or faculty that takes into account thefair employment of applicants from a long-term perspective
to systematically and stably ensure human resources.
We offer a wide range of opportunities to both new andprofessional or experienced applicants by making the mostof the Company’s Web site and various kinds of PR media.
■ Status of employees(as of the end of March 2013)

Item

In fiscal 2012

Number of regular employees(consolidated)
Number of temporary
employees (consolidated)

4,471
2,219

▶Group companies have no statistical data regarding employees’ average age
and years of service.

Number of regular employees(non-consolidated)
Average age(non-consolidated)
Average years of service(non-consolidated)
Number of temporary
employees (non-consolidated)

843 (588 men and 255 women)
40.6 years
18 years
658

Operating Site Management Conference (Tokyo Branch)

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Environmental and Social Report 2013 17

Rewarding and friendly working conditions■ Strive to improve the environment inwhich both employees and “theCompany” can raise mutual values
The basic philosophy of the Company’s personnel policy is
to assist its employees to grow and improve their worklifebalance and to assert that both employees and theCompany can raise mutual values through the sustainablegrowth of the Company.
To realize this philosophy, “the Company” endeavors to
improve worksite environments so that employees candemonstrate their individuality and competence to theutmost with improved motivation and better workplaceenvironments, through a variety of personnel andeducational systems.

■ Execute occupational safety and healthrelated measures to enhance employees’
good healthTo effectively fulfill its obligation of safety, which is requiredof every corporation, “the Company” proactively takes
initiatives to maintain and promote employees’ health.
●

A medical checkup is conducted once a year that focuseson tests for lifestyle-related diseases. Although long working
hours have become a social problem in recent years, “theCompany” has implemented a framework to minimize thehealth risks of employees due to a heavy workload throughenhanced interview guidance from industrial physicians tothose with long working hours.
●■ Streamline the personnel system in the
pursuit of creating worksites where
employees can demonstrate theirindividuality and competence.
“The Company” strives to improve worksite environments inwhich every employee can fully demonstrate his/herindividuality and competence.
●

Self-declaration system

According to the self-declaration system, the Company’s
employees declare their satisfaction rating with their current
duties and career plan among others, once a year. The
declaration includes the desired conditions of their next
workplace, etc., so that “the Company” may pay attention
not only to employees’ business duties but also to every
employee’s life plan. The content of the declaration is
actually used for personnel transfers and a careerdevelopment program.
●

Evaluation and treatment of employees“The Company” treats employees in accordance with fair,transparent and well-received appraisal systems. Directinterviews between managers and subordinates, which areheld three times a year (at the time of target setting, midyear
retrospection and year-end retrospection) are especiallyemphasized. The evaluation results are used for an
appropriate division of labor within the business unit andadvice on career planning.

18 Mitsubishi Logistics

Environmental and Social Report 2013

Regular medical checkup

Health promotion

Health promotion seminars are held for the purpose ofmaintaining good health and improving the lifestyle ofemployees. At these seminars, in addition to lectures (onmental health and eating habit guidance) given by experts,
simple aerobics dance programs are offered to encourage
employees to engage in light physical exercise.

■ Involvement in mental health activities
focusing on “prevention and recurrence
prevention”

Having acquired
child-care leave“The Company” considers it important to support every
employee in having a purposeful life by ensuring systematicand constant care for his/her mental health.
To promote mental health care in accordance with the“Guidelines for maintenance and promotion of mental healthfor workers” of the Ministry of Health, Labor and Welfare,“the Company” has taken a variety of initiatives such as
reinforcement of in-house education and training, cultivationof dedicated staff in charge at operating sites, execution ofstress checks and improvement of networks via
collaborations with external professional organs.

I became a beneficiary of the child-care leavesystem from 2 to 3 months after the birth of
my second child. Consequently, I could
support my wife following childbirth and takecare of our eldest infant son who often wanted
to be caressed. Through my valuable
experience, I again felt the importance of afather’s participation in child care. Despite
my concerns about leaving the workplaceeven temporarily, I am now filled withgratitude that I could take this leave with theunderstanding and cooperation of mysupervisors and colleagues.

Shigeru Uchida,Marketing Dept. A,
Warehousing andDistribution Business
Division■ Promoting the work-life balance tosupport the sound development of nextgeneration children
Pursuant to the implementation of the Act on Advancementof Measures to Support Raising Next-Generation Children,“the Company” formulated the “Ordinary Business Owner
Action Plan” and implemented the “Child-care leavesystem,” the “Short-time regular employee system,” the“Nursing care leave system,” the “Child care leave system”
and the “Family care leave system” to assist with thecoexistence of employees’ working life and home life.
Furthermore, “the Company” encourages the enhanced useof annual paid vacations to
reduce working hours in a year and has introduced asystematic granting system (six days per year) of annual
paid vacations under labor-management collaboration.
■ Acquisition results for various systems

SystemDescription

Childcare leave

Results (number of beneficiaries)
FY2008FY2009FY2010FY2011FY2012

Leave of absence is allowed for adesired period until a child become
2 years old.

8

10

14

9

6

Short-time regular
employee

Service hours may be reduced by
up to 2 hours per day for nurturinga child.

7

8

11

16

17

Nursing care leave

Leave of absence is allowed for a desired
period within one year to take care of afamily member in need of nursing care.

0

0

0

0

1

Paid leave for nursing care of achild (up to 10 days per year)

15

24

23

33

27

—

—

5

3

1

Care leave

Paid leave for nursing care of afamily member in need of nursing(newly established in FY2010) care (up to 10 days per year).
Family care leave

Child care leave system and Nursing care leave system are counted beginning from the time of system introduction.

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Environmental and Social Report 2013 19

■ Promoting welfare measures to help
employees store up the energy to work
A variety of systems are available in compliance with thethree catchphrases of “Provision of security,” “Recreation”
and “Promotion of residential house acquisition” for thepromotion of employees’ welfare.

Major welfare programs of“the Company”:
1. Provision of security
Retirement benefits, corporate pensions, family
allowance, housing allowances, condolence money,
celebration of a birth, the ESOP (Employee Stock
Ownership Plan) association, group insurance, thereserve for pension and asset formation, multipurpose
accommodation loans and the granting of companyowned houses to employees via job transfers

2. Recreation
Recreation facilities, in-house sports events (baseballand tennis, etc.), refresh leave (long-service and midlevel workers)

3. Promotion of residential house acquisition
Reserve for house acquisition and asset formation,
in-house loans and tie-up loans■ Providing an activity place at work for retiring
employees to demonstrate their competence byensuring employment opportunities for the elderly
In terms of employment opportunities for the elderly, “theCompany” has strove to guarantee the employment of
employees up to 62 or 63 years old before theestablishment of such related laws through measures suchas a job placement service to help them be reemployed bysubsidiaries or affiliates and the reemployment of those withexpertise in certain business fields.
Upon the implementation of the revised law, we currently
streamlined our continuing employment system to ensurethat former employee applicants can continue to work up to
65 years old under certain criteria, and the system has been
applied to approximately 90% of those applicable.

■ Improving access in the work environment to increase
the employment of physically challenged people
There are physically challenged employees who work indiverse operations of “the Company”. Since 2011, “theCompany” has been fulfilling its legal employment quota ofphysically challenged employees as a result of theaggressive execution of various initiatives. We will continue
to steadily strengthen improvements of the worksite
environment in which physically challenged persons caneasily demonstrate their capabilities and competence.
■ Employment ratio of physically challenged employees

Number of physicallychallenged employees (actual)
Employment
ratio (%)

June
2008

June
2009

June
2010

June
2011

June
2012

10

12

13

16

18

1.46

1.58

1.70

2.06

2.30

Ensuring the security of workers■ Striving to conduct occupational safety and healthactivities via collaborations among operating bases in
the pursuit of prevention of industrial accidents
Each branch has an “Occupational Safety and HealthCommittee” (and a Health Committee at Head Office) toshare information with operating bases including operationcommission and cargo-handling companies to which
operation is outsourced with regard to diverse initiatives
related to occupational safety and health. In addition, we
strive to prevent occupational disasters by conducting
safety and health education and safety patrols inside andoutside the facilities.

In-house recreation event (All-branches
futsal competition held in Tokyo)

Health Committee (Head Office)20 Mitsubishi Logistics

Environmental and Social Report 2013

■ Overland transportation: Strengthen ensuring safetywith safety measures and the prevention of accidents inthe transportation field.

■ Harbor transportation: Promote the prevention ofoccupational disasters and conduct periodic disasterprevention drills and meetings

Ryoso Transportation Co., Ltd. (an overland transportationdedicated company in charge of the overland transportation
business of “the Company”) aims to increase the security oftransportation and ensure the security of the truck crew
through concerted efforts with the recognition that ensuring
the security of freight transportation is the pillar of ourbusiness management. In addition, fully recognizing the
public nature andimportance of the trucking business apart fromcompliance with relevant laws and regulations such as theMotor Truck Transportation Business Act and the Road
Traffic Act, we check operations at all times from a safety
viewpoint. As an initiative for daily accident preventive
activities, we conduct thorough checks at all car-allocation
bases using a high-performance alcohol detector unit tocheck at the roll call whether any crew members have been
drinking.
In addition, we implement initiatives for occupationalsafety and health via appropriate instructions and education
given to crew members based on the results of regular
medical checkups, to which tests for lifestyle-relateddiseases have been added, and regular diagnosis of thedriving competence of the truck crews is conducted.

The port and harbor operations inevitably involve a variety ofcargo handling work in association with the receipt anddelivery at ports. We take diverse initiatives in accordancewith specific countermeasures that have been prepared byoperating sites to safely and smoothly perform cargohandling operations.
To prepare for various kinds of occupational disasters
and cargo accidents, it is important to raise awareness ofsafety and health and share the intent with all workers. We
are confident that the cumulative effects of our safetyfocused efforts to understand and improve the operatingsite environment fromall angles, continuous
execution of
conventional initiatives
and proactive
implementation of
new countermeasures
will help prevent
serious occupational
Safety patrol (Harbor Transportation Dept., Fukuoka
Branch)disasters and ensure
the safety of workers.
Specific initiatives
executed at therespective ports are
summarized in thetable below.

Strengthening the taskof ensuring safety
All of us recognize that ensuring safety andsecurity is a vital social responsibility oftrucking business operators. We endeavor to
improve our logistics to contribute to society
by pursuing higher transportation quality incompliance with relevant laws and regulations
with efforts to raise our safety consciousness
at regular safety conferences and safety
meetings held at the respective departments/
sections and cooperative companies.

Safety and health meeting (Rokko C-4 Office, Kobe
Branch)■ Description of specific initiatives taken at the respective ports and results/achievements

Description

Osamu Hayata,
Deputy Section Chief,
Sales Section, Sales Division
Ryoso Transportation Co.,
Ltd. (Group company of
Mitsubishi Logistics)● We strive to prevent accidents by promoting the speed limit for trucks entering container

yards (by setting up a speed monitor).
● We strive to prevent accidents by promoting the speed limit for dedicated, in-yard trucks,

which are driven within the container yards (via the installation of excessive speed lamps,
one after another).
● We strengthen the safety patrols that visit the operating site jointly with the relevant

suppliers (monthly; with the participation of top management four times per annum).
● We are affiliated with the Terminal Conference, which is organized with other terminals toconsolidate information such as accident cases and conduct safety meetings at worksites
and/or with the relevant suppliers.
● We regularly confirm and replenish safety gear, participate in various informational

meetings such as advanced life-saving training sessions (including the AED course) andencourage the enhanced use of audiovisual materials at safety and health meetings.
● We strive to prevent accidents through disaster analysis from a new perspective byreporting the “Confirmation on Safety” regarding operations at other terminals.
● We conduct a morning briefing (daily), which is jointly attended by the person in charge ofthe operation and the workers of the company commissioned to carry out the operation. A
safety and health meeting is held jointly with the relevant suppliers (monthly).
Results/Achievements
No serious occupational accidents were reported for fiscal 2012.

Mitsubishi Logistics

Environmental and Social Report 2013 21

National Staff Training

Human resources development and training■ Endeavor to develop human resources that can contribute not
only to corporate growth but also social development●

Ideal image of desired human resources

With the Code of Conduct in mind, every employee aims toundertake a role not only in corporate growth but also in thedevelopment of society by conducting himself/
herself in the following manner.

1. Keep faith in others, and conduct yourself withintegrity and a sense of fairness.
2. Conduct yourself autonomously.
3. Respond flexibly to environmental changes.
4. Demonstrate expertise and act with a sense of creativity.
5. Have a good teamwork spirit and cooperate withyour colleagues.
●

Training system“The Company” focuses on developing human resourcesthat can precisely respond to internal and external needs.
“The Company” therefore strives to upgrade employees’
business skills and the organization’s strength throughtraining at company classes and by service year of
employment. At the same time, “the Company” offers
several training programs to raise employees’ expertisesuch as management capabilities, readiness for
globalization and operational capability to enable employees
to acquire professional skills in response to the content of
their business duties.

Onsite logistics

capability tra

ining

l managers
Training for genera

Extending the scope of target persons
for the onsite logistics capability training
We substantially increased the number of target
persons for the onsite logistics capability training sothat many employees who are assigned to posts at
logistics sites can improve their skills via training. The
course has been extended to allow more persons toapply for the training by incorporating the training
course in one of the currently applied stratified
training programs.
We intend to offer more practical training for
applicants by developing creative course programs.

Reflection on the onsite
logistics capability training

Reflection on the onsite
logistics capability training

At the relevant training courses, I learned, throughspecific examples, about the details of business
operations, innovative ideas for cost reduction andoperating improvement methods being conducted atbusiness divisions with which I have little directcontact. In addition, I had the opportunity to
exchange ideas on onsite risk factors and strengthening
safety measures in group discussions.
I would like to effectively utilize the expertise that
I’ve gained with regard to operating improvement
and safety and health for our future operations.

At the logistics management and safety and health courses, I
learned how to cope with various complaints and troubles inroutine operations and exchanged opinions in group
discussions to find the optimum solutions using the caseanalysis method. In the fundamental course on operational
improvement, I noticed that having an interest in waste could
lead to some improvement, which might result in enhanced
operational efficiency. I truly felt that “there could be several
options for solving a problem and the best solution is that we
do not try to do everything alone,” which highlights thenecessity of having sufficient communication at the worksite.

22 Mitsubishi Logistics

Yusuke Umezu
Ohi Office, Tokyo Branch

Environmental and Social Report 2013

Izumi Okuda
Ibaraki Office,Osaka BranchTraining conducted for national staff ofoverseas subsidiaries

Conducting the pre-dispatch training foryoung staff to be dispatched overseas
and planning and operating the training
for invited national staff overseas

During November 14–16, 2012, training for national
staff was held at Head Office for the first time. Eightnational staff executives of seven overseas bases wereinvited to attend the training as part of the “Enhancereadiness for globalization” program in the management
plan.
First, then-President Okamoto delivered a lecture on
the “importance of sharing the corporate philosophy,
management policies and management plans of “theGroup”.” Following an explanation of the Company’s
management policies, strategies, the details of business
operations and so forth, the attendees made field visits
in Tokyo and Yokohama and learned management skills.
Finally, they held dialogues with the Company’s
executives, followed by exchanges with executives incharge and employees, as well as a mutual exchangeof opinion among the participants. These training
programs helped strengthen the intragroup network andenhance the motivation of the attendees.

For staff to be dispatched overseas under the young
staff overseas dispatch program, the course focuseson practical content ranging from understanding
basic terms such as B/L, L/C and NVOCC to the roleof the international transportation business in ouroverall logistics services. This program, which iscoordinated by both in-house and outside lecturers,
is carefully designed to ensure the smooth start ofoverseas OJT for dispatched personnel.
Meanwhile, the training of the invited national
staff, which form the central core of “the Group”
overseas, is promoted in cooperation with the
Personnel Division in fields from planning tooperation. We aim to share the Company’s corporate
philosophy throughout “the Group” and connect itwith seamless business strategies that are not limited
to just the sales aspect.

English conversation course

f training
National stafn)aki Mansio(visit to Iwas

Global mind developmen

Reflection on
the national staff
training

Reflection on
the national staff
training

Since the training I have become moreaware of the importance of using my 2
most valuable management “tools” more
effectively: Time and attention to the daily
problems of my colleagues. Stronger
support to help them manage their own
challenges. I hope that the training will be
repeated. In this form for other managers
and perhaps in a different form for theparticipants of the first foreign nationals
management training.

After attending seminars at MLC Japan,
I've learned more about history &philosophy of our mother company. The
Three Principles of Mitsubishi’s Business
Management Philosophy “Shoki Hoko,”“Shoji Komei,” “Ritsugyo Boeki” areimpressed me a lot and help me get muchinspiration to work for Mitsubishi Group.

Detlef Goldman
General Manager
Mitsubishi Logistics Europe B.V.
(Group company of Mitsubishi
Logistics)

t training

Mali Sudngam
Manager
Mitsubishi Logistics
Thailand Co., Ltd.
(Group company of Mitsubishi
Logistics)

Mitsubishi Logistics

Environmental and Social Report 2013 23

■ Human resources (training) systems

National-type employee development course:

Basic role: Engage in a wide variety of corporate operations as core executives who facilitate business growth andmanagement in a variety of regions including overseas.
Development policy: Have the participants experience a variety of roles and duties. For 12 years after joining “the Company”,
transfers are conducted at intervals of about four years, in principle.
Strengthen management capability Enhance readiness for globalization

Young staff overseas dispatch program

National staff training (as needed)

Global mind development training (as needed)

Japan-China business seminar (as needed)

Management training by theme(Compulsory) Leadership (changed from“Selective”)(Compulsory) Labor management(Compulsory) Accounting(Selective) Marketing(Selective) Motivation management(Selective) Critical thinking

Emerging countries’ legal and labor affairs and accounting training (as needed)· Understand the management policy
and management skills· Nurture problem-solving
capabilities at worksites, etc.

Region-type employee development course:

Basic role: Become familiar with and understand thecharacteristics or features and local business duties
of a certain region in preparation for the smoothfulfillment of corporate operations.
Development policy: Nurture employees via OJTfocused training and rotate jobs so that employees
can become familiar with operating know-how invarious areas.

Onsite logistics capability
training· Improve onsite operating capability· Acquire knowledge on safety and health, etc.

Newcomers’
worksite instructors
training· Improve nurturing
capability asworksite instructors

Training via
dispatching to
subsidiaries oraffiliates

Life
plan
seminar

The middle level staff training

Training at the 6th year
· Nurture leadership and followership· Acquire basic marketing capabilities, etc.

Training at the 2nd year

Real estate business training

Newcomers’ second-half training
Newcomers’ first-half training

Registered customs
specialist examination course· Learn basic knowledge on general corporate operations· Learn basic knowledge on trading practices· Visits to logistics and real estate facilities of “the Company”· Acquire business manners as a member of society, etc.

Upgrade operational capability

Stratified training

Onsite logistics capability
training· Improve onsite operating capability· Acquire knowledge on safety and health, etc.

Newcomers’ worksite
instructors training

Life plan
seminar*Collective training to be conducted separately for
mid-career employees. Training may be conducted foreach region or at the store level.

Healthpromotion
seminarTraining on regional office duties· Grasp one’s own strengths and weaknesses· Improve communication capabilities

Training at the 6th year
· Nurture leadership and followership, etc.

Training at the 2nd year

Real estate business training

Registered customs
specialist examination course

Health
Selfpromotion,
development
etc.

(Objective of the common stratified training)· Acquire skills necessary for different levels· Recognize the role required for each level· Improve logical thinking capability· Acquire legal expertise on logistics, etc.

Environmental and Social Report 2013

Correspondence
education· Acquire basic management skills· Improve perspectives via action learning, etc.

· Improve logical thinking capability· Acquire legal expertise on logistics, etc.

· Improve nurturing capability as worksite
instructors

24 Mitsubishi Logistics

Health
Selfpromotion,
development
etc.

Healthpromotion
seminarChinese conversation course

Training for newly appointed managerial
section chiefs and general managers*Collective training to be conducted separately for
mid-career employees.

English conversation course· Raise organizational management
capabilities· Acquire various management
strategy-related skills

Stratified training(Objective of the common stratified training)· Acquire skills necessary for different levels· Recognize the role required for each level

Management training for employees
seconded to subsidiaries(Applicable to Executives)

Training for (Deputy) General Managers

Upgrade operational capability

Newcomers’ second-half training
Newcomers’ first-half training· Learn basic knowledge on general corporate operations· Learn basic knowledge on trading practices· Visits to logistics and real estate facilities of “the Company”· Acquire business manners as a member of society, etc.

Correspondence
education

The Environment
Environmental issues are not only local issues of the region where our business bases are located but are also globallyinterconnected. Environmental accountability is a global-level social responsibility that affects the future of people.
The Mitsubishi Logistics Group strengthens such environmental issues as the reduction of CO2 emissions as a measure
to reduce climate change, the use of renewable natural resources and contribution to recovery of the eco-system.

Reduction of CO2 emissions as ameasure for reducing climate change

1. Certification acquisition status of the Mitsubishi
Logistics Corporation (or “the Company”)

All offices of the Warehousing Business Division
Port and Harbor Operations Division(Part of the container terminals of the Port of
Yokohama and the Port of Kobe)■ Certified under the Logistics Efficiency Improvement
Act*, we are integrating logistics bases and reducing
the environmental burden.
Obtaining the same certification under the following six
business plans, we made transportation and distribution
systems more efficient by integrating logistics bases forcustomers who used to employ multiple logistics bases,
thereby reducing the number of delivery trucks. By collecting
customers’ freight and implementing joint delivery, we
reduce emissions of greenhouse gases (CO2), contributing
to a reduction of the environmental burden.

1. Osaka Branch, Sakurajima Warehouse No. 2, North
Building (Started operation in November 2005)
2. Osaka Branch, Sakurajima Warehouse No. 3(Started operation in April 2008)
3. Nagoya Branch, Tobishima Warehouse (Started
operation in November 2008)

2. Certification acquisition status of the Mitsubishi
Logistics Group (or “the Group”)
Truck transportation business (Ryoso
Transportation Co., Ltd., and Kyushu Ryoso
Transportation Co., Ltd.) and warehousingbusiness (Kusatsu Soko Co., Ltd., and the
Warehousing Business Division of Monryo
Transport Corporation)■ We not only focus on the Law Concerning the Rational
Use of Energy but also conduct energy-saving activities
with our tenants at each business base of “the Group”.
We strive for energy saving to conserve the global
environment at each business base of “the Group”.
Our specific energy-saving measures include the following:

4. Tokyo Branch, Misato Warehouse No. 1, (Started
operation in December 2008)

1. Monitoring energy volume and CO2 emissions inbusiness activities

5. Osaka Branch, Ibaraki Warehouse No. 3 (Started
operation in October 2012)

2. Review of equipment operating time and operation
methods, and stringent energy-saving measures suchas turning lights off when not in use

6. Tokyo Branch, Misato Warehouse No. 2 (Started
operation in March 2013)* The Logistics Efficiency Improvement Act (Act on Advancement ofIntegration and Streaming of Distribution Business, implemented on
October 1, 2005)
The purpose of this law is to promote operations conducive toefficient logistics and reducing the environmental burden by
integrating logistics bases and conducting transportation,
distribution, storage and logistics processing comprehensively.
Business plans under this law are approved as a comprehensive
efficiency plan and supported by the authority.

■ Through obtaining the Green Management Certification,
we are promoting environment-friendly business activities.
We obtained the Green Management Certification, which
pursues profitability and environmental conservation bypromoting environment-friendly business activities from thecertification registration organization Foundation for
Promoting Personal Mobility and Ecological Transportation(abbreviated as “Eco-Mo Foundation”).

3. Investments in construction with consideration ofconservation of the global environment including
moving to a highly energy-saving facility
Because “the Company” is a “Designated Business
Operator” under the Law Concerning the Rational Use ofEnergy, we submit a regular report on energy saving and a
medium- to long-term energy-saving plan to the Ministry of
Economy, Trade and Industry. At facilities we own and rent,
we are striving to reduce per-basic unit energy use morethan 1% on an annual average.
We also offer our energy use status data to tenants ofour real estate business facilities upon their request, receive
their cooperation and engage in energy-saving activities
together.
● Actual performance data on environmental conservation activity
can be viewed on Mitsubishi Logistics’ Web site in “Extended
Version.”Web

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Mitsubishi Logistics

Environmental and Social Report 2013 25

■ We are striving to reduce CO2 emissions for buildings
subject to the Tokyo Metropolitan Environmental
Security Ordinance.
At its rental facilities, “the Company” is replacing existing
equipment, mainly energy-consuming lighting and airconditioning equipment, with highly efficient equipment. In
terms of facility operation and management, we hold a CO2
reduction promotion meeting every month to formulate andimplement energy-saving measures and verify the effects ofsuch measures, and promote the PDCA cycle. In addition,
we hold meetings on environmental measures with our
tenants and engage in collaborative energy-saving activities,
providing environmental data and sharing cases of energysaving measures. As a result, at our facilities for which we
received an order to reduce total CO2 emissions under the
Tokyo Metropolitan Environmental Security Ordinance, we
achieved a 34.3% reduction (on average at all facilities)
versus the standard CO2 emissions.
● The actual results of our efforts to strengthen the total CO2 emissions reduction
directive under the Tokyo Metropolitan Environmental Security Ordinance canbe viewed on Mitsubishi Logistics’ Web site in “Extended Version.”Web

HOME> CITIZENSHIP>Environmental and Social Report>Extended Version■ In collaboration with a manufacturer, we developed
highly efficient air-conditioning equipment and achieved
a significant CO2 reduction effect.
“The Company” developed highly efficient air-conditioning
equipment specialized for data centers in collaboration witha manufacturer in 2011 and is introducing the equipment totenants of the Company’s buildings. In fiscal 2012, sevensuch air-conditioning equipment were delivered (to two
corporate tenants), reducing CO2 emissions byapproximately 110 tons during the second half of fiscal
2012 compared with the same period of the last year.

■ Ryoso Transportation Co., Ltd. obtained GreenManagement Certification in its trucking business,
striving for environmental conservation.
Ryoso Transportation Co., Ltd. (“Ryoso Transportation”), a
specialized trucking company that is the center of theCompany’s trucking division, recognizes environmental
measures as a priority issue and strives to reduce its
environmental burden. Ryoso Transportation has obtained
Green Management Certification*1 at all six of its branches
and seven operational bases.
In fiscal 2012, Ryoso Transportation improved gas
mileage by 2.9% compared with fiscal 2006.
Specifically, the company is promoting eco-driving to
improve gas mileage and reduce emissions of air pollution
substances. It is also conducting environment-friendly
vehicle inspections and maintenance with its own highstandards. In addition, the company also uses low-pollution
vehicles that meet the latest restriction values for gas
emissions.
26 Mitsubishi Logistics

Environmental and Social Report 2013●

Promotion of “Green Purchasing”

Green Purchasing is required of business operators, and wechoose to purchase products and services with lessenvironmental burden. At Ryoso Transportation, we are
aggressively purchasing eco-mark products such as retread
tires,*2 eco-stationery and environment-friendly officeequipment.
Notes:*1. The Foundation for Promoting Personal Mobility and EcologicalTransportation is a public utility foundation that certifies andregisters business operators making efforts to reduce theenvironmental burden at a level exceeding the standards
outlined in the Green Management Promotion Manual.
*2. A retread tire has new rubber pasted on a used base tire,
thereby restoring the tire’s original functionality.
The commissioning of recapping to produce retread tires islisted as a “Designated Procurement Item” under “Services” in
the Green Purchasing Law.
■ Change of total gas mileage at all operational sites (fiscal 2006 to fiscal 2012)(Unit: km/L)

Fiscal
year

2006

2007

2008

2009

2010

2011

2012

Vehicles
2.45
2.53
2.59
2.63
2.58
2.59
2.52
for
business (100.0) (103.1) (105.6) (107.5) (105.5) (105.7) (102.9)
use
Parentheses indicate index numbers setting the mileage for fiscal 2006 as 100.0.

114
112
110
108
106
104
102
100
98
96
94

105.6

107.5

103.1

105.5

105.7

2010

2011

102.9

100.0

2006

2007

2008

2009

2012 (Fiscal year)■ We are promoting the use of environment-friendly officeequipment.
We are replacing the old computers in our offices with low
energy use models. In fiscal 2012, we replaced 693
computers at our operating bases.

■ We are promoting environmental conservation not onlyat our operational sites but also at offices.

■ We are expanding the use of the electric car i-MiEV
manufactured by Mitsubishi Motors Corporation●

As a specific measure for the use of renewable natural
resources, we formulated the Environmental Voluntary Plan
as one measure to promote the replacement of gasoline
cars, which consume gasoline and emit much CO2, withelectric cars that do not consume gasoline and emit less
CO2 exhaust. We have formulated an electric car
introduction plan after considering the use of various
subsidies for electric cars, the completion status of therelevant infrastructure including high-speed charger
equipment and other important factors for adopting suchcars. As a result, in fiscal 2012 we introduced five electricvehicles in our stores, with 19 electric vehicles now in use.

Promotion of summertime energy saving

We strove for energy saving through the Cool Biz campaign
to set a cooler temperature at offices of 28°C during
summertime (May through October 2012) throughout “theGroup”.
●

Promotion of Green Purchasing of stationery andother office supplies

When we purchase office supplies, we not only consider
quality and price but also choose products with lessenvironmental impact—Green Purchasing.

Use of renewable resources■ We received the Excellent Waste-Reduction BuildingAward from the Director General, Environment Bureau,
Osaka City Government.
The Hanshin Dia Building, which ismanaged by Osaka Dia Buil-Tech
Co., Ltd., has been striving to
reduce waste emissions
continually and has produced
excellent results in promoting the
reduction and proper disposal ofindustrial waste. Having beencommended as a building for
waste-reduction efforts for five
years, the Hanshin Dia Building
was recognized in fiscal 2012 asthe Excellent Waste-Reduction
Building and received a letter ofappreciation from the Director
General, Environment Bureau,
Osaka City Government.

Charging the i-MiEV (Ibaraki Warehouse No. 3, Osaka
Branch)● The data on the status of introducing electric cars can be viewed
on Mitsubishi Logistics’ Web site in “Extended Version.”Web

HOME> CITIZENSHIP>Environmental and Social Report>Extended Version

Hanshin Dia Building

Contribution to the recovery of the eco-system■ We established Kyodo-no Mori.
Letter of appreciation from the
Director General, Environment
Bureau, Osaka City Government

I worked on the plan to promote
the reduction and proper disposalof waste of Osaka City.
At the Hanshin Dia Building, we promoted the reduction
and proper disposal of waste under the guidance of the
Osaka City Environment Bureau. Although our tenants’measures were initially small, we were able to gainincreased understanding and cooperation through acareful explanation of the importance of such activities
and reflecting the rising awareness of waste reduction in
general, resulting in our being commended by the
Director General, Environment Bureau, Osaka City
Government.
As buildings commended for the Excellent WasteReduction Building, we will continue to engage in
related activities in cooperation with building associates.

Yoshio Nishimura

Ibaraki Warehouse No. 3, Osaka Branch, which started
operation in October
2012, is an EcoFriendly and DisasterResistant Warehousewith enhanced disastercountermeasures andglobal environmental
measures. At this
distribution center, we
designated an area forplanting a dense arrayof trees mainly
including locally growntrees.

Chief, Administration
Division
Osaka Dia Buil-Tech Co., Ltd.
(Group company of
Mitsubishi Logistics)
Kyodo-no Mori (Ibaraki Warehouse
No. 3, Osaka Branch)

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Environmental and Social Report 2013 27

Fair Operating Practices
We earn trust from society by fulfilling our responsibilities regarding ethical activities. By conducting fair and open
competition in our activities, we can showcase our compliance to society.
With our continuing fair operating practices, we recognize the issues of appropriate management of informationand compliance with laws and regulations such as the Subcontracting Law and the insider trading prevention law andstrive to establish a foundation of trust from society.

Prohibition of unfair advantage in competitionand promotion of fair and open competition■ We conduct training concerningcompliance with the Subcontracting Law
and the prevention of insider trading.
In March 2013, we conducted training concerning thoroughcompliance with the Subcontracting Law covering “theCompany” and its domestic group companies. All 1,646
employees who are in charge of implementing the
Subcontracting Law and related associates from eachdivision attended the training and learned the purpose of thelaw, the range of application, responsibility and prohibited
matters using related questions on our Web site. In February
2013, we conducted training related to the prevention of
insider trading for 52 new employees and verified theirunderstanding using related questions on our Web site.
● Actual performance data on the training concerning thorough compliancewith the Subcontracting Law and prevention of insider trading can beviewed on Mitsubishi Logistics’ Web site in “Extended Version.”Web

HOME> CITIZENSHIP>Environmental and Social Report>Extended Version■ We focus on information security toprovide high-quality and secure services
for customers.
To provide the best services for our customers, “theCompany” formulated various rules related to information
systems. We have disseminated our information security
policy to all employees.
To ensure the smooth business activities of “theCompany”, we formulated specific compliance matters as
to the use and management of our in-house network. Also,
we appoint a LAN manager from each branch’s information
system section and OA promotion staff from the relevant
section of each division that uses the network, ensuringsafety and the effective use of our in-house network.
In fiscal 2012, we conducted a questionnaire with regard
to Web site information security in September 2012, thereby
raising the awareness of information security among the
1,398 people who answered the questionnaire.
● Actual performance data on execution of questionnaire withregard to Information Security can be viewed on Mitsubishi
Logistics’ Web site in “Extended Version.”Web

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28 Mitsubishi Logistics

Environmental and Social Report 2013

Management of Information Security
1. Security of customer information(personal information)
2. Security of intellectual property rights
3. Confidentiality obligation
4. Compliance with laws and regulations,obligation of compliance withregulations and penalties
5. Management of information assets
6. Formulation of security measure standards(Development standard, management
standard, outsourcing standard)
7. Monitoring and supervision
8. Protecting systems from computer viruses
9. Access authority control
10. Information security education

Management of Network Security
1. Management of connection to ML-net(In-house network)
2. Rules for e-mail use
3. Rules for dispatching information
4. Rules for connection with networks
outside “the Company”
Also, part of the operations of the Tokyo Branch trunk
room office and Dia Systems Corporation (our subsidiary todevelop and manage our information system) both acquired
ISO27001 certification, an international information security
management system standard, and receive periodic
evaluation by a certifying organization-approved third-party
organization, thereby attesting to our efforts to improve ourinformation security.

Consumer Issues
Although the Mitsubishi Logistics Group does not have many opportunities to directly contact consumers in its business activities, we
regard it as a foundation of our business activities to offer high-quality services to earn customer trust and to respond to customers’
expectations as a member of the supply chain and value chain. Moreover, we think it is an important social responsibility to maintainthe provision of services to avoid the disruption of consumption even after the occurrence of a large-scale natural disaster.
As a consumer issue, to fulfill our mission as a logistics and real estate business operator relied on by society, we intend topromote measures to focus on disasters to continue to provide socially and environmentally useful and high-quality services andmaintain service functions even during emergencies.

Provision of socially and environmentally
beneficial high-quality services■ We will continue to promote the improvementof quality, aiming to be a company thatenhances the quality of our customers’
products.
The Mitsubishi Logistics Group continues to promote its
various efforts tenaciously to improve the quality of services
to get acknowledged by customers as a constantly reliable
partner.
●

We aim for high quality from the customers’ perspective.

To become a corporation that is continuously chosen bycustomers, we conduct business activities based on ideas
and actions from the customers’ perspective. To achievecustomer satisfaction, we have broadened the framework ofquality enhancement to include the quality of operations,business duties and the corporation itself. Moreover, toensure trust from customers, we will build on our efforts atensuring good quality to become a corporation that canboast “quality” as its strength.

■ Each operating site and affiliatedcompany conducts specific quality
improvement measures.
To offer high-quality services, the Mitsubishi Logistics Group
conducts daily efforts to improve the quality at each
operating site and affiliated company. Some of thesemeasures are as follows:■ Measures taken at branches and Group companies
Divisions or Branches andGroup companies

Content of measures

Technical Division

Prevented disasters by conducting year-end inspections for fire
prevention and inspections before the typhoon season.

Tokyo Branch

Extracted issues with regard to operational procedures for generalfreight at warehouse sites.

Yokohama Branch

Implemented 4S activities and accumulated know-how about
quality management methods.

Nagoya Branch

Logistics quality management groups worked hard, improved
business operations and raised operational efficiency.

Osaka Branch

Held a meeting to enhance safety and quality mainly with regard
to logistics for pharmaceutical products.

Kobe Branch

Conducted 4S activities and activities to improve the quality ofthe trucking business.

Fukuoka Branch

Prevented accidents by verifying the content of operations during
periodic facility patrols.

Ryoso Transportation Co., Ltd.

Conducted safety patrols including trucking subcontractors’ sites
to prevent accidents and raise the awareness of safety.

Mitsubishi Logistics
America Corporation

Standardized and improved services by operation sharing.

We connect employee satisfaction to customer satisfaction.

Kinko Service Co., Ltd.

Conducted 4S activities to improve quality and productivity.

To offer high-quality services to customers, we regard
Employee Satisfaction (ES) as an indispensable element.
By monitoring actual situations via questionnaires andother measures, we strive to enhance the motivation ofeach employee.
We believe that creating a good work environment where
employees can engage in business activities withconfidence and contact customers with a smile will
eventually lead to Customer Satisfaction (CS).

Yokohama Dia Building
Management Corporation

Shared information about complaints from business operators weworked with and used such information to make improvements.

●

Our Quality Declaration has been disseminated.

We distributed “Our Quality Declaration” printed on mousepads and cards to all employees of the Mitsubishi Logistics
Group, as well as exerted efforts such as make explanations
about it during stratified trainings to further disseminate it.
●

Held regular meetings with business operators we worked with,
Nagoya Dia Buil-Tech Co., Ltd. determined the issues to strengthen and took thorough improvement measures.

■ The Warehousing Business Division has
quality management groups.
At the Warehousing Business Division, for the purposes ofmaintaining and improving the quality of business activitiesof the entire Division, the Head Office and all branches havea quality management group. We prioritize the improvementof the quality of business activities at pharmaceuticalproducts distribution centers, complete operational
documents and share information on various measures.
Following this, we improve the quality at food and beveragelogistics centers, aiming to enhance customer satisfaction.

Regular meeting with cleaning
company(Nagoya Dia Buil-Tech Co., Ltd.)

Mitsubishi Logistics

Environmental and Social Report 2013 29

■ We are striving to improve the quality of logistics
operations via the Fujibuturyu Kaizen System (FKS).
The Mitsubishi Logistics Group is striving to improve thequality of logistics operations using the Fujibuturyu Kaizen
System (FKS), which is a logistics improvement method of
Fuji Logistics Co., Ltd., a subsidiary of “the Company”.
This system helps employees find wasteful operations
on their own and continue to improve efficiency voluntarily,
thereby thoroughly eliminating waste. In fiscal 2012, we
adopted the FKS method at a sporting goods warehouse to
secure efficient product flows inside the warehouse, checkthe status of operational progress and make theimprovements visible to speed up warehouse operations tosave time and reduce operational errors.
We will adopt the FKS at more warehouses in the near
future to improve the quality of the Group’s logistics
operations.

Promotion of disaster measures tomaintain service functions■ We are working on crisis preventive measures andmeasures to focus on crises promptly and effectively incase of such occurrence.
The basic purpose of our crisis management measures is topredict various crises that can seriously affect corporate
management, prevent such crises and, in case ofoccurrence, focus on the crises quickly and effectively tominimize damage to human and physical management andrestore the normal operational structure quickly. In particular,
with an aim to become disaster resistant in software andhardware, we have developed ”Eco-Friendly and DisasterResistant Warehouses”.

■ We implemented disaster prevention training.
To take the initial measures to prevent disaster damage from spreading,we organized a self-defense disaster prevention squad for each building.
We conducted disaster prevention training at Head Office on April 20,
2012, to enhance actual effectiveness. In addition, to teach emergency
measures, we implemented large-scale disaster measure training thatmandates all employees’ participation, thereby reinforcing the disastercountermeasure system. The training involved safety confirmation by useof a mobile phone safety confirmation service, training for restoration fromdisaster damage, walking the evacuation route and using MCA wirelesscommunication. Moreover, by monitoring via an emergency earthquake
quick reporting system, we strive to focus on crises before they happen.

Disaster prevention training led by a self-defense disaster prevention squad (Tokyo Dia Building)■ We implemented joint training for earthquake measures.
In February 2013, via the joint efforts of the Head Office and the Yokohama
Branch, we implemented training for earthquake measures in which an
executive in charge and approximately 40 employees participated. This
training, which took a few days, simulated the first few days after theoccurrence of a large-scale earthquake with a seismic source in theSouthern Kanto region. Our Head Office, branches and operational
worksites collaborated, and specific measures were demonstrated at
actual sites. Furthermore, learning from the Great East Japan Earthquake,we added rescue measures and tsunami countermeasures. We verified
the roles of each department and operational site, determined the status
judgment criteria and integrated information management.
● Actual performance data on joint training for earthquake measures canbe viewed on Mitsubishi Logistics’ Web site in “Extended Version.”Web

HOME> CITIZENSHIP>Environmental and Social Report>Extended Version

To fulfill corporate social responsibility,
1. Ensure the safety of employees, their families andrelated people;
2. Preserve corporate facilities (e.g., the Company’s
warehouses, buildings and facilities) and the freightreceived; and3. Strive to quickly restore and continue operation.

Earthquake measures headquarters for joint training forearthquake measures (Head Office)To respond to trust in our corporation from society,
1. Strive to avoid adverse effects to stakeholders(customers, shareholders and business partners), and
2. Contribute to the quick stabilization of local
communities.
Earthquake measures on-site headquarters for joint training for earthquake measures (Yokohama Branch)

30 Mitsubishi Logistics

Environmental and Social Report 2013

■ We are strengthening our information system crisis
management structure to focus on disasters and other crises.

I participated in the joint training
for earthquake measures.
We, our office’s staff, participated in the
training at our warehouse mainly to improve
our ability to focus on emergency situations.
During the training, we sorted out
information within a limited time and focusedon the necessary issues. Running out of time,
I felt tense. My awareness of the need fordisaster countermeasures was deepened. We
must maintain a crisis awareness, withconstant and full preparation for emergencies,and continue to participate in such training.

“The Company” has formulated a manual to focus on information
system disasters and other measures to fully focus on information
system disasters and failures. To ensure continuous use of theinformation system even during an emergency, we continuallyreview and reinforce the content of our countermeasures against
information system failures and disasters such as duplex
information systems and remote data backup.

Osamu Kobayashi
Daikoku No. 1 Office
Daikoku Warehouse A,
Yokohama Branch■ Commended by the Director General of
the Yokohama City Fire Bureau
At the Yokohama Bay Quarter, which is operated andmanaged by Yokohama Dia Building Management
Corporation, we received a letter of appreciation from the
Kanagawa Fire Station for lifesaving activities twice in 2012—
in April and August. We are also proactively conducting
activities to cooperate with the fire department regularly,
providing places for fire prevention events and information
service via our intra-building broadcasting to help their fire
prevention-related publicity activities. In appreciation of these
activities, we were commended by the Director General of
the Yokohama City Fire Bureau in January 2013.

Letter of appreciation from the Director
General of the Yokohama City Fire Bureau

Photo shoot of all participants at the award ceremony■ We are taking thorough disaster prevention
measures at our facilities.
To ensure accurate facility disaster prevention measures, weare conducting fire prevention patrols at the facilities of “theCompany” and its Group, checking fire prevention related
facility management status onsite under the guidance ofexperienced fire prevention personnel. Since fiscal 2008, we
have patrolled more than 150 facilities, sharing disasterprevention related information and raising awareness of
disaster prevention.

■ The Company’s nine facilities including two newly designatedfacilities are support/relief goods logistics base facilities
designated by the Ministry of Land, Infrastructure, Transport
and Tourism.
The Ministry of Land, Infrastructure, Transport and Tourism,
learning from its reflection on the Great East Japan Earthquakethat it failed to deliver support/relief goods and supplies smoothly
to the afflicted areas, held an advisory conference, attended byexperts, logistics business operators and people related to industry
organizations, among others, in order to compile the “Basicconcept on the support/relief goods logistics system.” At theconference, logistics for the efficient and smooth delivery of
support/relief goods to the afflicted areas at the time of a disasterwere discussed.
Mr. Watabe, then General Manager of the Warehousing andDistribution Business Division of “the Company”, was requested by
the Ministry of Land, Infrastructure, Transport and Tourism to be acommittee member of the advisory conference. Mr. Watabe
attended the conference all three times and actively commented
on the ideal logistics for the delivery of support/relief goods fromthe perspective of a warehousing business operator.
These discussions concluded with shared recognition that forthe delivery of support/relief goods at the time of a disaster it isessential to fully utilize the expertise and facilities of private logistics
operators. In fiscal 2011, 395 private facilities nationwide, mainly in
the Kanto, Tokai and Tonankai regions, where a large-scaledisaster is foreseen in the near future, were designated as support/relief goods logistics bases, including the Company’s seven
facilities located in the Kanto, Tokai and Hanshin regions.
In fiscal 2012, the designated regions were expanded
nationwide, adding 539 facilities, listing 934 private support/relief
goods logistics bases. Among the Company’s facilities, in the
newly designated prefectures of Fukuoka and Saga, our Chuo
Futo Warehouse and Tosu Warehouse were designated as
support/relief goods logistics
base facilities.
We will thoroughly prepare
to fulfill our public role as awarehousing business operator
so that the designated ninefacilities of “the Company” canfunction well during a future
large-scale disaster.
Tosu Warehouse, Fukuoka Branch● Data on our two facilities that were newly designated as support/relief goods logistics bases and the previously designated seven
facilities can be viewed on Mitsubishi Logistics’ Web site in“Extended Version.”Web

HOME> CITIZENSHIP>Environmental and Social Report>Extended Version

Fire prevention patrol

Mitsubishi Logistics

Environmental and Social Report 2013 31

Community Involvement and Development
In contributing to the development of a local community, we must focus not only on the site where our business baseis located but also understand our relationship with the local community. It is necessary to recognize our common
interests with the local community.
For community involvement and development, we will help solve the community's issues, contribute to thecommunity’s cultural activities and health services and make donations, etc.

Overall view of Kobe Harborland umie
(From Kobe Meriken Park Oriental Hotel)

To help solve community’s issues andcontribute to the community’s cultural activities■ We opened umie, “Seaside town that makes us smile,” aiming to create a destination fordiverse customers from throughout the world.
In April 2013, the Commercial Wing of the Harborland Dia
Nissei Building, which was jointly owned by “the Company”
and Nippon Life Insurance Company, and MOSAIC,
adjacent commercial facilities owned by “the Company”,
were integrated and opened as a large commercial facility
complex named “umie.” The opening ceremony wasattended by the Mayor of Kobe City, who cut the ribbon.
The concept of “umie” is “Sea, Town and People—A
Spark That Can Be Found Only Here,” and consists of 225
stores including 53 stores newly opened in Kobe; theMosaic Garden Big Ferris Wheel, for which LED lighting was
adopted for illumination; and parking lots with a capacity of
3,000 vehicles.
Moreover, the day following the opening of umie was the
opening of the KOBE ANPANMAN CHILDREN’S MUSEUM& MALL, which is loved by children and families, on the
Company-owned Mosaic Garden premises.
Along with the opening of the MUSEUM & MALL, we
completed a child-care room (“dakko room”), a nursing
room and a pedestrian mall, as well as installed a park full of
the feeling of freedom on the south side of the Mosaic
Garden Big Ferris Wheel on raised ground to avoid tidal
effects. Thirty-two gondolas of the Mosaic Garden Big Ferris
Wheel were renovated, and four are run as Dokin’s Heart

Cafe Gondola in alliance with Dokin’s Heart Shape Cafe
inside the MUSEUM & MALL.
Moreover, Kobe City has nicknamed Gastou Dori(“Gaslight Street”), a road west of the Dia Nissei Building, as“ANPANMAN Street,” on which it has put 10 stone statuesof ANPANMAN and other related characters.
Both facilities were well covered by the media and visitedby approximately 1.5 million people during Golden Week
holidays, contributing to the vitalization of Kobe.

Covered ground area for umie

32 Mitsubishi Logistics

Environmental and Social Report 2013

Many excitedpeople at the

opening (umUM & MALL
REN’S MUSE
NMAN CHILD
PA
e opening
th
AN
ing
BE
ait
KO
rs aw
excited visito
teeming withn·TMS·NTV
Ka
eleb
ro
/F
nase
©Takashi Ya

Child-care room (“dakko

ie CENTER ST
REET)room”)H MALLumie NORTH MALL, umie SOUT

Mosaic Garden Big Ferris Wheel(Dokin’s Heart Cafe Gondola) ©Takashi
Yanase/Froebel-Kan·TMS·NTV

I worked in the
opening of umie.

ANPANMAN Street©Takashi Yanase/Fro

ebel-Kan·TMS·NTV

The umie commercial facility complex, which
optimizes Harborland’s waterfront location,
strengthens urban lifestyles. It leads Kobe’s
exciting appeal to a wide range of customers,
especially families and young couples.
We aim to make umie a place that visitors
can enjoy and find thrilling and exciting—such that they will be consumed with smiles.

Mitsubishi Logistics

Motoshi Himeno
Real Estate Dept.,
Kobe Branch

Environmental and Social Report 2013 33

■ We implemented a charity auction as aplaza event at the Yokohama Bay Quarter.
In November 2012, at the Yokohama Bay Quarter, acommercial facility which is operated and managed by
Yokohama Dia Building Management Corporation, we
conducted a Christmas tree lighting ceremony, followed bya charity auction, which was attended by popular players
from the J. League Yokohama F-Marinos soccer team, toraise money for the Great East Japan Earthquake relief fund.
The auction was attended by a large crowd andgenerated ¥179,100 in funds, which were all donated to theJapanese Red Cross Society. The popular auction was fullof people, with some people standing, running out of seats.
The auction was covered by a local magazine, contributing
to local vitalization.

Contribution to community through donations, etc.
■ Supported Myanmar’s representative
women’s soccer team
The Japan Football Association is striving for a medium- tolong-term improvement of Asian soccer performance aspart of its project for international interaction andcontributions in Asia. In September 2012, Myanmar’s
representative women’s soccer team visited Japan andplayed interleague games with Japan’s women’s soccer
league team at a soccer camp.
“The Company” and each of the other Mitsubishi Group
companies agreed with the essence of this project andsupported the soccer camp by donating soccer gear andgoods, thereby contributing to the development of sports
education and culture.

■ We are cosponsoring Diamond Cup Golf
2013 as a community contribution.
Participating companies within the Mitsubishi Group
cosponsored a notable golf tournament, Diamond Cup Golf,
which helps nurture junior golfers and contributes to local
communities through charitable activities.
Valuing the underlying concept and purposes of thistournament, “the Company” cosponsored this event as oneof the participating companies.

■ We developed a plastic bottle cap collection activity
throughout “the Group” to improve the welfare ofchildren worldwide.

Charity auction ©Y.F.M

Since August 2010, we have been developing a plastic
bottle cap collection activity within “the Company” andthroughout “the Group”. In fiscal 2013, we donatedapproximately 465,000 collected caps (equivalent to thecost of giving a polio vaccine to approximately 580 children)
to the Ecocap Movement, a Cabinet-certified NPO
organization.
● Actual performance data on plastic bottle cap collection can beviewed on Mitsubishi Logistics’ Web site in “Extended Version.”

Christmas tree lighting

Web

I helped run the
charity auction.
We have been holding a charity auction since2010 as a Christmas event at the Yokohama
Bay Quarter. This was the third event and wasagain attended by many people including
adults and children. This year, we held not
only the auction but also a Christmas tree
lighting ceremony and a ball juggling session
with soccer players. Everyone enjoyed theevent. At the Yokohama Bay Quarter, we
would like to continue to contribute to society
through such events.

34 Mitsubishi Logistics

HOME> CITIZENSHIP>Environmental and Social Report>Extended Version■ We conduct social contribution activities as a memberof the Mitsubishi Group and participate in the Mitsubishi
Social Contribution Liaison Council.
As a social contribution activity within the Mitsubishi Group,
we donate to academic and charitable enterprises. Also, asa member of the Mitsubishi Social Contribution Liaison
Council, we report on our related activities and exchange
information.

Haruka Sugino

Sales Division
Yokohama Dia Building
Management Corporation(Group company of
Mitsubishi Logistics)

Environmental and Social Report 2013

■ We participate in locally rooted volunteer
activities.
We participate in local communities’ cleaning activities as avolunteer.

Company Profile(As of March 31, 2013)

Company name

Mitsubishi Logistics Corporation

Head Office28-38, Shinkawa 1-chome, Chuo-ku, Tokyo 104-0033, Japan

Establishment

April 15, 1887

Capital¥22,393 million

Revenue(fiscal 2012)

Consolidated: ¥192.2 billion Nonconsolidated: ¥136.8 billion

Number of employeesof the Mitsubishi
Logistics Group

4,471 (excluding 68 workers on leave to work outside “the Group”, 1,287 temporary staff and 932 employees on loan/dispatchedfrom outside “the Group”)

The number of employeesof “the Company”

843 (excluding 159 employees on leave to work for other companies, 87 temporary staff and 571 employees on loan/dispatched from

Branches

Tokyo, Yokohama, Nagoya, Osaka, Kobe, Fukuoka

Major Businesses

Logistics
Warehousing; trucking; port and harbor operations; international transportation; marine freighttransportation; customs clearance; development, sales, management and administration of logistics
information systems; etc.

inside and outside “the Group”)

Real Estate
Buying, selling, leasing and management of real estate; contracting of construction work, its design andsupervision; operation of parking lots; etc.
Consolidated subsidiaries (51 companies)
Tohoku Ryoso Transportation Co., Ltd., Sairyo Service Co., Ltd., Dia Pharmaceutical Network Co., Ltd.,Tokyo Dia Service Co., Ltd., Dia Systems Corporation, Ryoso Transportation Co., Ltd., Unitrans Ltd.,
Keihin Naigai Forwarding Co., Ltd., Touryo Kigyo Co., Ltd., Fuji Logistics Co., Ltd.,Tokyo Juki Transport Co., Ltd., SII Logistics Inc., Fuji Logistics Operations Co., Ltd.,
Fuji Logistics Support Co., Ltd., Kinko Service Co., Ltd., Chubu Trade Warehousing Co., Ltd.,
Meiryo Kigyo Co., Ltd., Ryoyo Transportation Co., Ltd., Kyokuryo Warehouse Co., Ltd.,
Hanryo Kigyo Co., Ltd., Nagato Lines Co., Ltd., Shinryo Koun Co., Ltd., Naigai Forwarding Co., Ltd.,
Kyushu Ryoso Transportation Co., Ltd., Monryo Transport Corporation, Hakuryo Koun Co., Ltd.,
Seiho Kaiun Kaisha, Ltd., Saryo Service Co., Ltd., Mitsubishi Logistics America Corporation,
Mitsubishi Warehouse California Corporation, Mitsubishi Logistics Europe B.V., Fuji Logistics Europe B.V.,
Mitsubishi Logistics China Co., Ltd., Shanghai Linghua Logistics Co., Ltd.,
Shanghai Qingke Warehouse Management Co., Ltd., Fuji Logistics (China) Co., Ltd.,
Fuji Logistics (Dalian F.T.Z.) Co., Ltd., Fuji Logistics (Shanghai) Co., Ltd.,
Mitsubishi Logistics Hong Kong Ltd., Fuji Logistics (H.K.) Co., Ltd., Mitsubishi Logistics Thailand Co., Ltd.,
P.T. Mitsubishi Logistics Indonesia, Fuji Logistics Malaysia SDN.BHD., Dia Buil-Tech Co., Ltd.,
Yokohama Dia Building Management Corporation, Chubo Kaihatsu Co., Ltd.,
Nagoya Dia Buil-Tech Co., Ltd., Osaka Dia Buil-Tech Co., Ltd., Kobe Dia Service Co., Ltd.,
Kobe Dia Maintenance Co., Ltd., T’ACT Co., Ltd.

Companies in thescope ofconsolidation

Subsidiaries and Affiliates Accounted for by the Equity Method (3 companies)
Nippon Container Terminals Co., Ltd., Kusatsu Soko Co., Ltd., Jupiter Global Limited■ Financial Data
Business results (Consolidated) (Unit: ¥billion)
Revenue

Operating income

Assets (Consolidated) (Unit: ¥billion)
Ordinary income

15

250

203.6

200

160.9

175.8

192.2

148.3

12

15

12.1 12.5 12.3

11.3

13.6
12.5

12

Total assets
14.5 14.5

11.5

Net assets

400
320 316.3

341.7 350.4

353.2

375.1

250

200 186.9

9

240

150

100

6

6

160

100

50

3

3

80

50

0

2008 2009 2010 2011 2012 (fiscal year)

227.8

10.2
9

150

205.9 205.8 211.5

02008 2009 2010 2011 2012 (fiscal year)

02008 2009 2010 2011 2012 (fiscal year)

02008 2009 2010 2011 2012 (fiscal year)

02008 2009 2010 2011 2012 (fiscal year)

General Affairs Division, CSR Compliance Team
28-38, Shinkawa 1-chome, Chuo-ku, Tokyo 104-0033, JapanTokyo Dia Building No. 1, 4F
Phone: +81-3-6705-6511
Fax: +81-3-6705-6503

Extended version

The following are some data related to the Environmental andSocial Report 2013, which was collected at the end of fiscal 2012.

■ The environment
Environmental conservation activity data (by business) * Basic unit denominator (figures from Law Concerning the Rational Use of Energy, etc.) uses figure that have strong correlations with each business.
Unit Basic unit denominator
CO2 emissions
CO2 emissions basic unit

Warehousing anddistribution business
Harbor transportation
business
Overland transportation
business
Real estate business
CO2 emissions

Fiscal 2010

Fiscal 2011

Fiscal 2012

Thousand m2 <Floor area>
Thousand t-CO2
kg-CO2/m2
Thousand tons <Handling tons>
t-CO2
kg-CO2/thousand tons
Million km <Total transportation distance>
Thousand t-CO2
kg-CO2/thousand km
Thousand m2 <Operational area>
Thousand t-CO2
kg-CO2/m2

1,297
28.8
22.2
39
4.0
101.7
4.5
4.1
910.1
629
36.0
57.2

1,313
27.7
21.1
50
3.0
59.7
4.3
3.9
901.0
633
29.4
46.5

1,350
32.8
24.3
40
5.0
124.5
3.7
3.3
896.7
635
35.0
55.1

Thousand t-CO2

68.9

61.0

71.1

Environmental conservation data (by usage, by emission type)■ Water use (water supply, sewage)
3

Thousand m
1,200

1,014

900

948

■ Electricity use■ Fuel use(Million kwh)
200

(Thousand GJ)
200

878

150

153

City gas, LP (Liquefied Petroleum) gas,kerosene, heavy oil, diesel oil, gasoline

161.8
131

150

131

■ Heat use (Heated water, cold water, vapor)(Thousand GJ)
80

160.0

66.8

145.3

600

100

100

40

300

50

50

20

0

2010

2011

0

2012 (Fiscal year)

2010

2011

0

2012 (Fiscal year)

2010

2011

0

2012 (Fiscal year)■ CO2 emissions■ Waste emissions (tons)■ Waste emissions (m )(Thousand t-CO2)
100(Thousand tons)
4(Thousand m3)
8

75

68.9

61.0

71.1

3

2.8

2.4

2.3

4

25

1

2

2011

0

2012 (Fiscal year)

2010

2011

2011

2012 (Fiscal year)

2012 (Fiscal year)

6.5

6

2

2010

2010

52.7

3

50

0

60.2

60

3.0

0

2010

2.3

2011

2012 (Fiscal year)*Calculation standard● Volume related to electricity, fuel and heat uses, CO2 emissions and basic unit denominator from the warehousing and distribution business,the harbor transportation business and the real estate business are based on the reported values in the Company’s report based on the Law
Concerning the Rational Use of Energy.
● The international transportation business is included in the warehouse and distribution business, given the small number of operating sites.
● Although the overland transportation business is not under the Law Concerning the Rational Use of Energy, fuel, CO2 emissions and basic
unit denominator were calculated for one of the Company’s major trucking subsidiaries based on the standard in the Law Concerning the
Rational Use of Energy.
● Business sites for the harbor transportation business were restricted to three places where “the Company” is in charge of transportation
under the Law Concerning the Rational Use of Energy.
● For electricity usage and CO2 emissions, the reported amounts for the Company’s subsidiary in the logistics business (the one company
under the Law Concerning the Rational Use of Energy) were added.
● The CO2 emission volume was calculated based on the electricity, fuel and heat volume used under the guidelines of the Law Concerning
the Rational Use of Energy.
● For water use, the volume of water used by “the Company” is indicated. The waste emission volume shows the volume of waste emitted by“the Company” (except real estate business) and a number of “the Group” companies.

Tokyo Metropolitan Environmental Security OrdinanceLarge Scale Companies CO2 emissions

Unit: t-CO2

Emissions standard

Fiscal 2010

Fiscal 2012

Tokyo Dia Buildings

33,531

36,062

31,661

Eitai Dia Building

10,132

7,400

5,558

Ohi Cold Storage Office

4,394

3,705

3,645

Total

48,057

47,16740,864890

7,193

Reduction

Status of introducing electric cars

Total number ofcars introduced

Fiscal 2009

Fiscal 2010

Fiscal 2011

Fiscal 2012

5

4

5

5

■ Promotion of CSR
Number of timely and appropriate news releases

Unit: case

Fiscal 2011 achievements

Fiscal 2012 achievements

Logistics

7

8

Real Estate

1

3

IR

8

8

CSR

3

2

Other

4

4

Total

23

25

■ Organizational Governance
Number of persons participated in lecture aimed atdissemination of corporate philosophy

Unit: persons

Number of persons participated in check aimed atdissemination of awareness of compliance

CSR andComplianceHandbook
LectureIn-house
Domestic group companies
Total

1,261

1,510

—

2,045

1,261

3,555

Unit: persons

Fiscal 2011 achievements Fiscal 2012 achievements

Fiscal 2011 achievements Fiscal 2012 achievements

Check on statusof compliancewith Code of
Conduct

In-house

1,548

1,444

—

2,952

1,548

4,396

Domestic group companies

Total■ Human Rights
Number of persons participated in human rights enlightenment course fordissemination of employees’ awareness of human rights
Unit: persons
Fiscal 2011 achievements Fiscal 2012 achievements
Trainings with lectures(New employees, second-year employees,
sixth-year employees, mid-level staff,
newly appointed managerial staff)

106

113

■ Fair Operating Practices
Number of persons participated in compliance lecture forprevention of insider trading

Unit: persons

Number of persons participated in compliance lecture
for Subcontracting Law

Fiscal 2011 achievements Fiscal 2012 achievements
In-house

24

52

Number of respondents to information security questionnaire
Fiscal 2011 achievements Fiscal 2012 achievements
Execution period

January 2012

September 2012

1,450

1,398

Number of respondents

Unit: persons

Fiscal 2011 achievements Fiscal 2012 achievements
In-house

95

779

Domestic group companies

—

867

Total

95

1,646

■ Consumer Issues
Number of persons participated in joint training for earthquake measures

Execution period
Place
Number of persons participatedFiscal 2011

Fiscal 2012

November 2011

February 2013

Support/relief goods logistics base facilities at a glance
Block

Head Office, Fukuoka Branch Head Office, Yokohama Branch
Around 30

Around 40

Kanto

Tokai

Kinki

BranchFacility nameYear/month of
construction

Area used fortransportation of
support/relief goods

Tokyo

Aomi Warehouse No. 1

1997.61,000m2

Daikoku Warehouse B

1988.11,000m2

Daikoku Warehouse C

1994.41,000m2

NagoyaKinjoh Warehouse

1994.51,000m2

Osaka

Sakurajima Warehouse No. 1

1998.31,000m2

Rokko Warehouse D

1988.11,000m2

Rokko Warehouse E

1993.101,000m2

Chuo Futo Warehouse

1995.101,000m2

Tosu Warehouse

2003.41,000m2

Yokohama

Kobe

Kyushu Fukuoka■ Community Involvement and Development
Achievements of plastic bottle cap collection activity
Fiscal 2011

Fiscal 2012

Number of bottle caps collected375,324

465,024

Equivalent to polio vaccine (800 caps per person)

469.2

581.3